Business Eye November 2016 by Buckley Publications

Issue 164 November 2016 £2.50 Voted best Business Magazine in Ireland 2005 and Magazine of the Year for Northern Ireland

FINLAY WEALTH MANAGEMENT... Fast Growth For Belfast Specialists Features: 11

Gordon Milligan... Driving Translink’s New Agenda

STRAIGHT TO BUSINESS Up to 40 flights a day around the UK from Belfast City. flybe.com

Peter Johnston... Wilsons Auctions Growth Plan

Michael McCormack... Musgrave’s Retail Strategy

T i Ta n i c v e n u e s B e l fa s T

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CONTENTS

Nov 2016 ISSUE 164

Cover Story

Finlay Wealth Management... Fast Growth For Belfast Specialists

Specials

Ryan Andrews... Back To His Estate Agency Roots Reeds Rains’ acquisition of the Johnstons Estate Agency business in East Belfast completed a remarkable journey for the man who heads up Reeds Rains’ local expansion story, Ryan Andrews.

A Belfast-based wealth management practice, agents for the market-leading St. James’s Place Wealth Management, is celebrating a momentous year after making two strategic acqusitions and moving into new Belfast offices. We catch up with Jonathan Finlay.

Northern Ireland... Selling Law To The Lawyers

Transport & Infrastructure

Gordon Milligan... Spearheading Translink’s Commercial Drive

The Bar Council for Northern Ireland played a lead role in the mission which took Northern Ireland’s legal representatives to the latest meeting and conference of the International Bar Association which took place earlier this autumn in Washington DC.

Musgrave Supervalu... Family Values To The Fore Northern Ireland boss Michael McCormack charts the continued rise of Musgrave Group NI and its three retail brands. A fifth generation family firm with its roots in Cork, Musgrave has more than 1400 stores across seven brands in three markets and total retail sales of €3.7 billion.

Translink, Northern Ireland’s public transport provider, might be a public sector giant. But it’s an organisation with a clear business drive, and a focus on customers, at its heart. That’s the view of Deputy Chief Executive Gordon Milligan.

The Future of Finance In A Post-Brexit World

Corporate Growth

Wilsons Auctions... Selling, Sites & Stories

Marcus Rich is the London-based Chief Executive of Time Inc UK, publishers of a bewildering range of titles from Country Life to Horse & Hound and from Marie Claire to NME. He’s also a man who firmly believes that reports of the death of the print media are grossly exaggerated.

Ken Roulston & CMI... Blazing A Technology Trail

Reserve Forces Athene Gordon... Putting The Case For Reservists Athene Gordon is well used to explaining the benefits of Reserve Forces service to employers of all sizes across Northern Ireland. She’s charismatic, she’s passionate about the role that the Reserve Rorces play, but she also understands the pressures faced by business owners and managers on a day to day basis.

Regulars

Business Eye joined forces with CIMA (Chartered Institute of Management Accountants) for a lively and informative Round Table Discussion event immediately following the Institute’s Brexit Forum event at Belfast’s Clayton Hotel.

Marcus Rich... Magazine Missionary

Peter Johnston reckons that there isn’t much he doesn’t know about Wilsons Auctions. He started there parking cars and he’s done just about every job since then – parking cars, valeting cars, auctioning and managing. These days, he’s Group Operations Director at a company which has come a very long way from its early days at Hydepark near Mallusk.

Ken Roulston might have been in the IT business here for upwards of 35 years and he’s helped steer the growth of more than one local organisation. But he has also caused a few industry watchers to sit up and take notice with what’s been achieved at CMI, the company he set up back in 2009.

Eye on Finance

Eye on Events

Eye on Agri Food

Eye on Technology

Eye on Fashion

Eye on Law

Eye on Marketing

Eye on Planning

Eye on Moving On

Eye on Telecomms

Eye on Commercial Property

Eye on Motoring

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Business Development Manager Ciara Donnelly

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Economy Minister Simon Hamilton’s announcement of a new Trade Advisory Board and International Trade Plan deserves a welcome... at the very least on the basis that it’s a constructive move while too many of us are wallowing in self-pity over Brexit.

Comment

“Proposals are one thing, action is another. And we need as much action as we can get our hands on.”

Sponsored by

Richard Buckley EDITOR Irish Magazine Editor of the Year 2005

he odds are that Simon Hamilton wouldn’t have been a Leave voter left to his own devices. Despite her pleas to the contrary, the same probably goes for the First Minister. But, court cases in London and Belfast apart, what both have got to do now is to get on with making the very best of the current circumstances. And those current circumstances, as we all know, are all about uncertainty. Despite running the clear risk of being seen as cheerleaders for the Stormont coalition (and that would never do.....), it’s hard not to take the view that the First Minister, Deputy First Minister, Finance Minister and Economy Minister are talking positively and acting in the same vein. Arlene Foster, serenaded by the party faithful at the DUP’s recent party conference, has been tub thumping at every opportunity about the opportunities in terms of international trade being thrown up by the Brexit situation.....hopefully! Simon Hamilton’s announcement takes things a step further. OK, so it might be a bit cloudy at this early stage, but the idea isnt a bad one. The proposed Trade Advisory Board taps into business know-how and contacts, and that can’t be a bad thing. And the International Trade Plan will set priorities for Invest NI and others to follow up on out in the field....specifically for Northern Ireland. And Hamilton also reckons that it’s well worth tapping into the international Northern Ireland business diaspora. Finance Minister Mairtin O’Muilleoir will be with him on that....he’s been doing that to some effect for years. The Economy Minister needs to keep up the pace, though. Proposals are one thing, action is another. And we need as much action as we can get our hands on......

Hamilton’s second announcement, of a new Air Routes Task Force, could turn out to be a bit of a cosmetic exercise. But, as Minister, he does have to make the right noises. The Task Force, as its name suggests, stops well short of being a Government-funded pot of cash to be waved in front of international airlines. Mind you, as was proven a couple of months ago, the Stormont administration isn’t averse to throwing money at the airline sector. It has already topped up the coffers of a major American airline and an ailing airport in the North West. The Task Force, yet to be named, will presumably indulge in a spot of arm bending and persuading in an effort to get more routes here. It does seem a bit pointless. To be fair to our two main airports, they don’t do a bad job on that front as commercial entities. Brian Ambrose, Katy Best and the team at Belfast City have done a sterling job in developing both routes and the airport itself, while Ryanair’s base at Belfast International grew just the other week by five or six new flights. Let’s be honest. Unless the Task Force plans to push Dublin Airport out into the Irish Sea, it’s hard to see how they’re going to be able to better the efforts of the marketing teams at both Sydenham and Aldergrove. ___________________________________________ The decision by Wrightbus to purchase the former JTI Gallahers site at Galgorm outside Ballymena is a welcome development for the town and for the local economy. The tobacco plant is due to wind down and shut up shop by the middle of 2017, and no one in the area fancied the prospect of having to look at an empty site for the succeeding years. For Wrightbus to move in makes good business sense. The company needs space for its large-scale manufacturing facilities. And, in a welcome piece of timing, the news of the Gallahers move came at almost exactly the same time as news of Wrightbus’s latest big order. Lothian Buses, the public transport operators for Edinburgh, have signed up for no less than 300 vehicles. Good news all round.

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Eye on News

Bank of Ireland UK and Kainos Announce Partnership To Launch School CodeShows Bank of Ireland UK and Kainos, the leading provider of IT, consulting and software solutions, have announced a partnership to deliver a series of CodeShows to Year 11 – 14 students across Northern Ireland.

ainos CodeShow is an initiative aimed at improving the digital skills of students aged 15 – 18 years old and to raise awareness of the exciting career opportunities that exist in the technology sector. The CodeShows will be delivered by technical experts from Kainos over the course of a day and will see students learn the fundamentals of coding using the latest technologies and tools. Kainos CodeShows supported by Bank of Ireland UK form part of the bank’s wide-ranging schools outreach programme, Make Money Matter, which teaches financial education as well as encouraging innovation and entrepreneurship though a range of initiatives. The CodeShow initiative is delivered as part of Kainos’ Tech Outreach programme, which is designed to inspire and educate

young people, increase their digital skills and improve their future career prospects. Under the programme, Kainos delivers a series of introductory training initiatives including CodeCamp, a two-week technology course for secondary school students, and provides digital skills training to young people through its partnerships with The Prince’s Trust and Code Club. Gail Toal, Business Development Manager, Bank of Ireland UK said: “We’re delighted to have joined forces with Kainos to launch this great initiative. The CodeShows will provide students with a highly engaging, and hands-on introduction into the world of coding that we hope will ignite their interest in science and technology. “Students will have the opportunity to learn and develop other important skills such

as confidence, curiosity and discussion, all of which strengthen learning, boost students’ interest in different subjects and set them up for life after school. “A forward thinking knowledge based economy requires graduates in Science, Technology, Engineering and Mathematical (STEM) related careers and we’re keen to play our part in unlocking the potential of local students who might not otherwise consider a STEM related career.” Gemma Crothers, Tech Outreach manager at Kainos said: “We’re really excited to be taking Kainos CodeShow to regional areas across Northern Ireland. Our developers and mentors have worked hard to create an exciting and engaging programme. Partnering with Bank of Ireland UK to deliver the CodeShows was a natural fit due to our joint

Gemma Crothers, Tech Outreach Manager, Kainos with local Belfast student Matthew Lyttle and Gail Toal, Business Development Manager, Bank of Ireland UK.

commitment to education and giving back through the Tech Outreach and Make Money Matter programmes.” The first Kainos CodeShow supported by Bank of Ireland UK will take place on Wednesday 19th October at Catalyst Inc. North West and coincides with Europe Code Week, (15-23 October 2016) which aims to bring coding and digital literacy to everybody in a fun and engaging way.

New Partnership To Grow Charitable Giving Two Northern Ireland organisations dedicated to promoting charitable giving have launched a new partnership to boost philanthropy over the next three years.

iving Northern Ireland and Belfast Charitable Society will be working collaboratively on a series of events and projects looking at ways to increase awareness of giving for both businesses and individuals. Belfast Charitable Society is the oldest philanthropic organisation in Northern Ireland while Giving NI is the

youngest, started just three years ago. The new partnership brings together a shared skillset with the aim of driving strategic giving forward. Paula Reynolds, CEO of Belfast Charitable Society said: “The Society is delighted to work closely with Giving NI to help encourage and promote philanthropy in today’s world. We have benefited hugely from others’ generosity since 1752, and in turn this has allowed us to help many others; from running the Poor House and Outdoor relief schemes to tackling disadvantage today. The partnership programme will include practical seminars and informative events about strategic giving. Due to austerity measures, in recent

Pictured with the Society’s minute book dating back to 1752 are Belfast Charitable Society Chairman David Watters and Giving Northern Ireland Chairman Gary Mills.

years there has been a major shift in the availability of government funding for charities; in the years to come this may be compounded by the effects of Brexit, with uncertainty currently on what this will mean to the voluntary and community sector. Sandara Kelso-Robb, Strategic Advisor

for Giving NI said: “We live in changing times and so it’s increasingly important for charities to look for support from individuals and corporates and not to rely on public funding from government or the EU. This project between Giving NI and the Belfast Charitable Society will allow us to really focus on private giving.”

Eye on News

Emirates completes US$11 million makeover of its Business Class lounge at Dubai International Airport Emirates has completed a major makeover of its Business Class lounge at Concourse B of Dubai International Airport. The US$11 million refurbishment project took two years to complete and is part of the airline’s continuous investment to improve and upgrade its products for a seamless and enjoyable travel experience.

mirates’ premium customers can now look forward to an enhanced lounge experience with three new distinct concept areas within the Emirates Business Class Lounge. The latest food and

beverage concepts cater to diverse tastes and include a barista experience in partnership with Costa Coffee, a Health hub with Voss water featuring healthier options, and an exclusive Moët & Chandon champagne lounge.

The new offering is in addition to the seven other locations within the lounge with gourmet cuisine prepared by on-site chefs and a complimentary full bar service, which includes premium wine, spirits and champagne.

All the food and beverages offered within the lounge are complimentary for Emirates First Class and Business Class customers, as well as Emirates Skywards Platinum, Gold and Silver members - the airline’s frequent flyer programme.

very strong programmes delivering excellent viewing figures and we hope to continue this trend into 2017. ITV is totally committed to providing local viewers with the same high standards of news and current affairs they have come to expect from UTV backed up by the best of regional programmes for the Northern Ireland market.”

Michael Wilson, Managing Director, UTV said: “Terry has a proven track record in programme-making, journalism and editorial leadership and I am delighted he has joined UTV and will be responsible for both ensuring the high quality of our news output and for driving our news and local programming content forward.”

UTV APPOINTS TERRY BRENNAN AS HEAD OF NEWS AND PROGRAMMES Terry Brennan has joined UTV as Head of News and Programmes with overall responsibility for UTV’s news and local programming output in Northern Ireland.

erry has 13 years’ experience in journalism having previously worked as Head of News at ITV Anglia. He joined ITV News 12 years ago as a production journalist based in the Bristol newsroom for West Country. He went on to become Programme Editor and produced West Country’s Royal Television Society Programme of the Year on the Weston Pier fire.

Born in Dundalk, Co Louth, Terry started his journalism career with the BBC in the East Midlands. He has been working closely with the UTV news team since ITV acquired the company earlier this year. Terry Brennan said: “I am delighted to join UTV’s strong news team which produces the most watched news by far in Northern Ireland. So far this year, UTV Live has produced some

Eye on Banking

Property…

A Sign Of Better Times? London used to count its cranes as a measure of economic health, and if the ‘crane count’ in Belfast is anything to go by - with at least 15 currently in evidence in the city centre - the city should be feeling relatively upbeat. Indeed, it would seem that the Northern Ireland property sector as a whole is showing signs of growth.

ech firm Novosco’s recent doubling of its office space at Catalyst – formerly the NI Science Park – and the opening of the stylish new Beannchor-led Bullitt hotel on Victoria Street are tangible evidence of confidence of economic growth. Indeed, there are some five hotel projects currently on site or just completed in the city. This assuredness was also in evidence at the recent Belfast International Homecoming, which Ulster Bank was pleased to sponsor. Here, business and cultural leaders from Northern Ireland’s diaspora community came together to help promote the economic wellbeing of the city and its people – something that is of course intrinsically linked to the property market.

for thought ahead of June 23, and the UK market as a whole experienced something of a fall in sentiment in the immediate aftermath of the Brexit announcement. But, with the economy now performing better than expected, consumer confidence holding up, and the exchange rate bringing shoppers up from the south, an uptick in property market confidence is perhaps unsurprising. Agency CBRE in its latest Northern Ireland research paper points to strong activity across the market, and expects £100million of commercial property assets to be made available for sale during the course of the autumn.

“ With the economy now performing better than expected, consumer confidence holding up, and the exchange rate bringing shoppers up from the south, an uptick in property market confidence is perhaps unsurprising.” There is no doubt that the build up to the EU Referendum led some in the real estate sector to pause

At Ulster Bank, we are very active in the market, financing new acquisitions and refinancing existing debt.

Gary Barr, Relationship Director – Commercial Real Estate at Ulster Bank.

This is both within Northern Ireland and elsewhere in the UK, where we see increasing activity by local investors. There’s more to being a leading property bank than the technicalities of lending. Our ambition is to be the number one bank for customer service, trust and advocacy. Building trust means that we need to fully understand the concerns of the sector, to build relationships, bring solutions, and add value. That’s what we aim to do. And the mutual trust that we build with clients makes it easier for both parties whenever a major deal is to be done.

Eye on Consulting

THE CHANGING WORLD OF RECRUITMENT… OR NOT? Social media and technology has certainly changed the recruitment industry but has the role of the Recruiter and the skills required to be good at it really changed or is it simply the tools that have changed?

Beth McMaw, Director at Forde May.

he Business Dictionary states the role of a Recruiter as: “An individual who works to fill job openings in businesses or organizations. Recruiters will work from resumes or by actively soliciting individuals qualified for positions. A recruiter’s job includes reviewing candidate’s job experiences, negotiating salaries, and placing candidates in agreeable employment positions.” The role of the Recruiter (whether in-house or consultancy) is not just recruiting it’s about selecting the right candidates. Both stages are as important as each other of course but it is the experienced and competent Recruiter who will know how to master the second stage of selection as this is how you earn your fees if you’re in consultancy or you prove you’re good at your job if you’re in-house. Many terms are used for the recruitment stage including headhunting, searching, attracting, identifying or finding but in essence they all mean the same thing;

getting a pool of potentially suitably qualified, experienced and interested people in the job you are trying to appoint someone for. It is perhaps this stage that has changed most. During the 1980’s 90’s and into the early 2000’s the recruitment stage involved: • Newspaper advertising to attract candidates (ranging from a small lineage to a half or full page in colour) • Posted or faxed paper CV’s or application forms were how candidates applied • The telephone and yellow pages were used to identify and headhunt/ approach potential candidates • A record box or basic database with no real search facility of candidates ‘on your books’ if you were working in a consultancy Today the recruitment stage could be referred to as ‘social sourcing’ as the old rule of ‘six degrees of separation’ to find and connect with anyone on the planet has come down to somewhere

between three and four. Today you can reach people all around the world from wherever you happen to be. Remember though, like a CV you can only tick a few boxes from a LinkedIn profile. Additionally, most professional recruiters have invested in fully integrated systems that enable them to effectively search their own databases. As mentioned at the beginning, the recruitment stage is one part; candidates at this stage are potentials and need to be progressed to the selection stage. The skill of good selection does not occur overnight, it requires knowledge of compliance with legislation, experience, an exceptional ability to actively listen and understand, as well as good judgment. This is where a good Recruiter adds real value. Interview questions have got to be structured, fair and consistent but they must dig deep into experience and achievements and the Recruiter must be competent enough to understand what the candidate is explaining and how it relates to

the job they are recruiting for as well as any transferrable skills. For example, if one of the criteria is around leading a team to achieve results you need to be able to explore through specific examples whether the candidate really was leading a team and what the team delivered as a result in relative terms. And you’ve got to be prepared to handle the “seasoned” interviewee as well as encouraging the good candidate who isn’t well versed at interviews. Communication and relationship building are ultimately wrapped around every part of recruitment and selection and how we communicate has changed dramatically, initially through email but also now social media channels such as twitter, LinkedIn and Facebook. This increases the expectations of candidates around updates; they no longer need to wait for the post to arrive with that awful “Dear John” letter! While Recruiters continue to place their energy on the latest technology and social sourcing mechanisms it must be remembered that is only one stage in the process of making a successful appointment. Unless you are simply a CV sending service then effort must also be placed on ensuring candidates are adequately selected through effective and structured interviews and assessment tools. Technology and Social media have certainly made finding candidates easier, faster and less ‘sneaky’ but, let’s not get carried away with the fundamentals of appointing the right people into the right jobs which requires a lot more than a few LinkedIn searches followed by emailing a few unassessed CV’s … Anyone can do that!

Beth McMaw Chartered MCIPD, is a Director at Forde May Consulting Ltd. It provides a full executive search and selection consultancy approach to every assignment. She can be contacted on 90628877 or by email to beth@fordemayconsulting.com

Eye on Property

REEDS RAINS OPENS SEVENTH LOCAL OFFICE

For Ryan Andrews, the acquisition by the Reeds Rains Northern Ireland chain of East Belfast estate agency Johnstons marked a significant personal milestone.

young – or even younger – Ryan Andrews started his career back in the summer of 2001 with Philip Johnston, then the driving force behind Philip Johnston & Company and one of the leading players in the Belfast residential agency scene. “So it was a bit like coming full circle,” he says. “It was all so familiar coming back into what used to be Philip’s office upstairs from the main agency here in Ballyhackamore.” Since Johnston sold the business, it saw life as MCW Residential and latterly as Johnstons (but under different ownership) before its

rebrand to the distinctive dark blue livery of Reeds Rains. The fivestrong staff have made the move over from one owner to the other. And the Ballyhackamore office joins a network of six others under the GB-based Reeds Rains brand, run as a franchise here in Northern Ireland by Andrews and his business partner Michael Graham. The other offices are in Bangor, Newtownards, Carrickfergus, Glengormley, Lisburn and Lisburn Road, Belfast. “Reeds Rains is a big player in the residential marketplace in GB,” says Ryan. “We were happy to be able to adopt such as established brand name and adapt it for the Northern Ireland market. As everyone knows, local knowledge is vital in this business.” The company operates across the spectrum here. It covers all the residential property sales bases, it’s a specialist in

new homes, it is active in the rentals market and each of its branches offers financial services expertise and advice. “We think it’s important to offer a full service to our customers right from house sales to mortgage advice. We’ve a dedicated team of four mortgage advisers working with clients across our network.” In East Belfast, Reeds Rains will be battling it out in a highly competitive marketplace. Within a stone’s throw of each other in Ballyhackamore are the offices of John Minnis, Simon Brien, Ulster Property Sales, Templeton Robinson, Bennett & Lisk and Armstrong Anderson. “We’re well used to competition,” adds Ryan Andrews. “And, as someone who cut his teeth

here in East Belfast and was born and brought up here, I’m really looking forward to the challenge of showing what we as a company can do.” The blue Reeds Rains sale boards are already in evidence around the area and the brand is being established, helped by a strategic sponsorship or two, including that of the vibrant mini rugby activities at CIYMS Rugby Club. “It’s not a bad market at the moment,” Andrews reckons. “Interest rates remain at a historic low, mortgage finance is available and properties are selling well, especially at certain levels. “We’re confident that we can make a positive contribution to a healthy residential sales market in the East Belfast area.”

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Eye on Finance

MBO AT BODEL DISTRIBUTORS THANKS TO ABL FUNDING FROM CLOSE BROTHERS

Lisburn-based distribution company Bodel Distributors has completed an MBO with the support of funding from Close Brothers, enabling Sales Director John Leckey to acquire the business he has worked in for 23 years.

odel is the foremost distributor of appliances, sinks, taps and kitchen equipment for leading brands such as Franke, Bosch, Smeg, Liebherr and CDA. Employing 25 staff and dealing primarily in the Irish market, it provides a complete portfolio of products in all price brackets for kitchen studios, electrical retailers and builders merchants. Close Brothers’ ABL (asset based lending) product works alongside their invoice finance solutions and releases additional capital currently tied up in property, plant and machinery, or as in this case stock, together with cashflow finance. New owner of Bodel, John Leckey commented, “With Bodel

celebrating its 40th birthday this year, I am very pleased to have partnered with Close Brothers to facilitate the acquisition, and look forward to writing the next chapter in the history of this thriving business. I was impressed with Close Brothers’ flexibility and creativity in structuring this transaction. We needed to find a lender who saw the strategy, supported the vision, and put enough funding in place to enable the MBO to progress.” Joel Callaghan, Corporate Sales Director for Close Brothers Commercial Finance added, “Close Brothers demonstrated a flexible approach in structuring this transaction that appealed to the Bodel management team. We were able to offer an appropriate ABL funding structure incorporating a level of committed term debt that gave the vendor and his advisory team the degree of comfort that they needed and the assurance that the required funding quantum was deliverable. We are delighted to have been able to provide a solution

which enabled this successful and progressive business to realise their succession plans and look forward to building a long-term partnership.” Close Brothers Commercial Finance is part of Close Brothers Group plc, a leading merchant banking group and FTSE 250 company. The ABL proposition is suitable for businesses seeking to refinance existing facilities; fund an MBO or acquisition; or simply looking to increase working capital. As with all of the products and services, the

funding package delivered will be bespoke and flexible, keeping the business needs of the customer in mind at all times. Advisers on the transaction were RSM and McMahonMcKay for the vendor, and HannawayCA and C&H Jefferson for the MBO team.

For more information on Close Brothers contact us: T. 07894 810371 E. joel.callaghan@closebrothers W: www.closecommercialfinance.ie

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Eye on News

New Crowne Plaza Hotel To Open In Belfast Belfast’s largest hotel group, Andras Hotels, has announced that it will be opening the first Crowne Plaza hotel in N.I. following the upgrade and rebranding of it’s flagship property, the Ramada Plaza, Shaws Bridge.

he investment value will be £1.5million over an eighteen-month period and will see a complete refurbishment of all 120 bedrooms to the exacting Crowne Plaza standards. Crowne Plaza Hotels and Resorts is the upscale, full service hotel brand from InterContinental Hotels Group (IHG), and is designed with the modern business traveler in mind. IHG is one of the world’s leading hotel companies with over 4,900* hotels worldwide, in nearly 100 countries with more than 1,200* hotels in its development pipeline. The Crowne Plaza® has over 400 hotels open globally. IHG has awarded the Crowne Plaza franchise to Andras Hotels, which also owns and operates the Holiday Inn and Holiday Inn Express in Belfast. Rajesh Rana, Director of Andras

Hotels welcomed this latest working relationship with IHG. He said: “We are delighted with today’s announcement that will see the introduction of Crowne Plaza to Northern Ireland. “Crowne Plaza is recognized worldwide as a market leading upscale hotel brand and this has been in our strategy for quite some time. The Crowne Plaza Belfast will be an asset to the Belfast tourism market and will help Visit Belfast and the Waterfront hall attract international delegates to the city. “Our future refurbishment plans for the bedrooms will compliment the ongoing investment and improvements we have been making to the property in recent years. Our total investment in the hotel will be in excess of £3million. The investment in the Shaw’s Bridge hotel has been funded by Danske Bank, who have been extremely positive.”

Philip Taylor, Europe Hotel Operations Director - UK & Ireland, InterContinental Hotels Group is pictured with Rajesh Rana, Director, Andras Hotels, Patricia Campbell, Director, Hotel Openings, Europe, InterContinental Hotels Group and Alistair Twiname, Director, Design & Innovation, InterContinental Hotels Group.

Danske Bank’s Head of Corporate Trading Team, Lewis McCallan said: “We support many of the key hospitality providers locally and are delighted to work again with Andras Hotels to develop their presence in Northern Ireland. We were excited when we heard about the proposal to open the Crowne Plaza Shaw’s Bridge and we recognise this will be a significant boost to both Andras Hotels and to the wider local economy” Andras Hotels was founded in Belfast, where it has a 30-year history. It currently operates five internationallybranded hotels with 700 beds in the city. The group opened the Holiday Inn Belfast City Centre in September 2015 and has announced plans to extend its Holiday Inn Express in Belfast’s Queen’s Quarter.

Rajesh Rana said the local company has “fostered an excellent working relationship” with IHG, which has more rooms in more places than any other hotel company, with more than 744,000 guest rooms globally, serving over 150 million guests each year. The work at the Shaw’s Bridge hotel is the latest investment by Andras Hotels on the site, which has included a complete refurbishment of the Grand Ballroom, lobby and conference suites. The work will complete stage four of the five-stage plan for the leading hotel with the rebrand to be complete by early December. The bedroom refurbishment will take place over a eighteen month period.

EMIRATES WINS FIRST AWARD IN NORTHERN IRELAND Emirates has won its first travel award in Northern Ireland. The world’s largest international airline was awarded Best Airline Worldwide at the Blue Insurance Northern Ireland Travel and Tourism Awards in the Slieve Donard Resort and Spa presented by actor, James Nesbitt.

he Northern Ireland market has become increasingly important to Emirates and according to Dublin Airport, Dubai was the third most popular destination for passengers from Northern Ireland in 2015. Emirates is the only airline flying direct between Ireland and Dubai, with a twice daily service. Enda Corneille, country manager for Emirates in Ireland said, “Since launching in Ireland almost five years

ago, we have seen a significant increase in the number of passengers from the North travelling with Emirates, both for business and leisure. “We are really committed to the NI market with a dedicated presence in Belfast for our corporate customers, so it’s particularly pleasing for us to have been selected Best Airline Worldwide by travel experts from all over the province. Dubai is understandably one

Lynsey Lamont, Northern Ireland executive for Emirates, receiving the award for Best Airline Worldwide from James Nesbitt.

of the most popular routes on our network and in addition, we connect passengers from Ireland to exciting destinations all over the globe including

Australia, India, South Africa and Asia. This is our first award in the North and I’d like to think that it’s due, in part, to the ‘Emirates difference’.”

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Eye on Technology

OKI Launch Leading Edge Print Range OKI has launched a brand new range of colour and multifunction printers aimed a transforming the way printers are used in businesses of every size, from home and small offices to large enterprises.

he launch expands OKI’s smart printer range, extending smart printing and document management and control to the desktop for the first time.

“This enables businesses to accelerate their journey to digital, introduce smoother workflows, greater productivity and responsiveness with fantastic

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colour output,” says Martin Deignan, OKI’s Ireland Country Manager. All devices in the new range include features to improve connectivity and Gigabit Ethernet to enable the fast transfer of large colour files across a network. The C452 and MC573 are compatible with AirPrint by Apple and all devices are Google Cloud Print 2.0 ready for mobile printing. The new deviices incorporate the latest security features, including Private Print to help keep confidential documents safe. “The launch marks a major renewal of our colour product range opening up new markets but also strengthening our core market position,” adds Martin Deignan. “It makes big business capability available to every size of organisation.” The new range begins with the C332dn and MC363dn, offering the fastest speeds for their class on the market. The MC363dn provides duplex copying, faxing, scanning and printing. The new C542dn and multifunction MC573 open up the world of touch-

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Businesses create mountains of documents. Let us help you conquer them. Here at OKI, we’re not just about printing, we’re about the future of documentation. Like our Smart Managed Document Solutions, an integrated system that gives you printing, scanning, security, workflow and document management all in one. Plus, now you can enjoy mobile functionality through your smartphone. Let us help you navigate the future of your documents. Arrange a free consultation today.

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screen technology and smart printing to their price range. Their customisable 7-inch screen and Smart Extendable Platform (sXP) enable connection to an existing pull printing fleet or access to document management software at no extra cost. OKI’s open platform sXP and integrated SENDYS Explorer software means its smart MFP’s are ideal for enable digital workflows across a whole range of industries. Small footprint MFP’s enable quick and easy scanning of all types of documents at the point of creation. The C612dn and C712dn at the upper end of the range combine fast production of high-level output with reliability and robust security. The new range also includes A3 digital LED printers such as the C823/833/843 with the most compact footprint on the market, but still delivering high quality professional print across a range of media. For full details, visit www.okieurope.com

We’re approving 9 out of 10 credit applications.*

Better for your business.

Speak to your local business adviser in branch. bankofireland.co.uk/business

Northern Ireland’s Enterprise Bank

*9 out of 10 is based on the number of business lending applications received for credit facilities less than £250k for the period Jan 2016 to June 2016. Bank of Ireland UK is a trading name of Bank of Ireland (UK) plc. Registered in England & Wales (No. 7022885), Bow Bells House, 1 Bread Street, London, EC4M 9BE. 10743160601 C

A DV E RT I S I NG F E AT U R E

Eye on Cover Story

FINLAY WEALTH MANAGEMENT... FAST GROWTH FOR BELFAST SPECIALISTS One of Belfast’s leading wealth management practices is coming to the end of a year of significant growth.

inlay Wealth Management LLP, a Partner Practice of St. James’s Place Wealth Management, has made two strategic acquisitions, trebled its office space and added to its headcount... and all within the past 12 months or so. “It’s been a really exciting time for all of us,” says Jonathan Finlay, who has built his East Belfast-based wealth management practice over the past five years. A respected adviser to a wide range of clients, he works all over Northern Ireland. Finlay Wealth Management’s concentrated period of growth started with the acquisition of Co. Down-based Gerald Stanley Wealth Management almost a year ago. A highly experienced wealth adviser, Gerald had built up a substantial client base from his Killinchy base. “The acquisition gave us the opportunity to bring Gerald into our team here in Belfast as well as to welcome his established client base into the Finlay Wealth and St. James’s Place fold,” says Jonathan Finlay. Based on the Upper Newtownards Road in the east of the city, the firm has taken on two additional full-time members of staff to bring its total complement to six, including three full-time advisers working directly with

clients. A further two financial advisers are due to be added over the coming months. Finlay Wealth recently added a second strategic acquisition. The clients of Carryduff-based Spectrum Financial Management are currently joining the Finlay Wealth Management family. To cope with its rate of growth, the firm has expanded from the top floor of its East Belfast offices to occupy three entire floors. Facilities include a board room and purpose-built client meeting suites. “We’ve every intention of growing and expanding further,” adds Jonathan Finlay. “We’re seeing healthy demand across the range of financial products. Pension funds, in particular, from St. James’s Place are producing some really great performance at the moment.” St. James’s Place Wealth Management ranks as one of the UK’s leading investment houses with current group funds under management of £71.4 billion, up sharply from the £54.5 billion under management in late 2015. In the three months up to the end of September 2016, the Group reported continued strong gross inflows of funds under management (£2.8 billion) and a very high rate of retention of client funds of 95%.

Jonathan Finlay (right) with David Bellamy, Chief Executive of St. James’s Place Wealth Management, and Keith Willett, Head of St. James’s Place in Northern Ireland, at the opening of Finlay Wealth Management’s new Belfast offices.

Eye on Cover Story

St. James’s Place Wealth Management, on 25th October issued its update on new business inflows and funds under management for the three months ended 30 September 2016. • Gross inflows of funds under management of £2.80 billion (2015: £2.32 billion) • Continued strong retention of client funds – 95% • Net inflow of funds under management of £1.66 billion (2015: £1.48 billion) • Group funds under management of £71.4 billion (2015: £54.5 billion) St. James’s Place has also expanded over recent years. Over the past 24 months, it acquired the Henley Group, a financial management company with offices in Hong Kong, Singapore and Shanghai and some £400 million worth of assets under management. And, last year, it acquired Bristol-based Rowan Dartington, a widely respected group in its own right, for £34 million. The value of an investment with St. James’s Place will be directly linked to the performance of the funds you select and the value can therefore go down as well as up. You may get

“ We’ve every intention of growing and expanding further. We’re seeing healthy demand across the range of financial products. Pension funds, in particular, from St. James’s Place are producing some really great performance at the moment.”

back less than you invested. Past performance is not indicative of future performance. Fund values fluctuate and can fall as well as rise. You may get back less than you invested The Partner Practice represents only St. James’s Place Wealth Management plc (which is authorised and regulated by the Financial Conduct Authority) for the purpose of advising solely on the Group’s wealth management products and services, more details of which are set out on the Group’s website www.sjp.co.uk/products. The ‘St. James’s Place Partnership’ and the titles ‘Partner’ and ‘Partner Practice’ are marketing terms used to describe St. James’s Place representatives.

Eye on News

Carson McDowell Associate Shows She’s a STEP Ahead of the Rest An associate in Carson McDowell’s Private Client team has been recognised by the Society of Trust and Estate Practitioners (STEP), the worldwide professional association for those advising private individuals, as one of the top students in 2016.

iona Wallace has achieved a distinction and the highest score for her course, Advanced Certificate in Administration of Trusts (Northern Ireland). Michael Johnston, managing partner at Carson McDowell said: “On behalf of the firm I would like to congratulate Fiona on this great result. We are very proud of her and delighted that she has been recognised for all her hard work. We are one of very few firms in Northern Ireland to have a genuinely specialist private client team. Fiona’s recent achievement will only add to

the ongoing success of the team.” Fiona is working towards the association’s full diploma which will lead to full membership of STEP. She said: “I was particularly looking forward to taking this module as I hoped to develop my knowledge and expertise in the area of trusts generally. “I moved from general practice to Carson McDowell just over three years ago as I wanted to specialise in Private Client work and the drafting and administration of trusts forms a large part of my workload. As such, I

Neil Bleakley, partner and head of the private client team, Fiona Wallace, associate, and Michael Johnston, managing partner at Carson McDowell.

am keen to cultivate my expertise in this field so that I can stand out from other practitioners. I have really been enjoying the work in the private client team, particularly as it brings me into contact with my clients on a day to day basis. Although the work is challenging, I find it ultimately very rewarding.” Fiona is currently working on the next module with a view to

completing the diploma in 2017. Neil Bleakley, partner at Carson McDowell and head of the private client team, said: “Since joining our firm Fiona has made a significant contribution to the growth of the private client team. Important and well deserved personal achievements such as this will enable Fiona’s contribution to grow in future years.”

Law Firm Keeps The Talent Flowing Belfast law firm, Cleaver Fulton Rankin this year celebrated yet another successive intake of new law graduates to take part in the firm’s intensive two year training programme.

he training programme dates back to the 1970’s, where four new law graduates are recruited every year to learn about all the aspects of the commercial and private departments in the firm. The firm also supports them through their studies to help them attain the Institute of Professional Legal Studies certificate, which allows them to begin their careers practising as a fully fledged solicitor. Karen Blair, Cleaver Fulton Rankin’s Managing Director since 2011, and herself a former trainee of the firm gives an insight into the firm’s commitment to training and continual professional development (CPD). Karen joined the firm as a graduate in 1992, qualified as a Solicitor in 1994

and secured a full time role in the Planning and Environmental team. She quickly rose through the ranks, becoming a Partner in 2001 and then Managing Director of the firm in 2011. Her speciality is in Environment and Planning and during her 20 plus year career has become a leading expert in this field supporting and guiding several high profile clients with their projects. Karen is not unique in this regard; 11 of the 17 Directors all started their careers at Cleaver Fulton Rankin as graduate trainees. Karen says, “We are very proud of our ethos of nurturing talent and equipping new law graduates with the necessary skills to become great solicitors here in Northern Ireland

New trainee solicitors joining Cleaver Fulton Rankin for their two years of training are Luke Campbell, Órlaith Murphy, Roisin Maguire and Ciara Davidson. They are with the firm’s Managing Director Karen Blair and Aaron Moore, Director in charge of trainees.

and further afield. In years gone by, new graduates had to undertake their training for free, and Cleaver Fulton Rankin was one of the first firms in Northern Ireland to introduce paid employment while training.” Graduates get the benefit of the experience and knowledge of the senior members of the firm, who mentor them through the various tasks assigned to them. They also benefit from the range of work that Cleaver Fulton Rankin gets involved in, be that Mergers and Acquisitions,

Environmental Issues, Insolvency and Litigation, or Wills and Testaments in the Private Client Department. Karen concludes, “We have been complemented over the years on the exceptional legal talent in Northern Ireland, not only by local clients but those overseas firms doing business here and requiring legal support. It is to everyone’s benefit that we nurture that and I’d encourage more law firms to increase their commitment to training and development for the future success of the profession.”

Eye on Transport

Gordon Milligan...

Driving Translink’s Commercial Mindset Translink, Northern Ireland’s public transport provider, might be a public sector giant. But it’s an organisation with a clear business drive, and a focus on customers, at its heart.

hat’s the view of Deputy Chief Executive Gordon Milligan, one of a closelyknit team of business-focused senior managers in the driving seat at the organisation. Across its buses and trains, Translink’s customers make more than 1.6 million passenger journeys every week, “It’s the equivalent of moving almost the entire population of Northern Ireland every working week,” says Gordon. Add in 12,500 services each day and a workforce of 3,900 people and you start to get the complex nature of our business. Translink’s ‘Get On Board’ strategy sets out a bold vision for Northern Ireland’s integrated transport strategy, including multi-modal (bus and rail) and multi-million pound full-scale transport hubs in both Belfast and Derry-Londonderry and the much vaunted Belfast Rapid Transit project which will bring a new – and as its name suggests, rapid – mode of travel within dedicated bus lanes to the city. But, major projects apart, Gordon Milligan is keen to stress that this is a public transport revolution that has already started...

improvements to NI Railways’ trains, for example, better quality buses and coaches, real time passenger information, on-board wifi and a forthcoming major step forward into digital age ticketing. “Our employees play an absolutely vital role in all of this,” he says. “From our drivers through to supervisors and senior managers, everyone is buying into what we’re trying to do. We’re fortunate to have an enthusiastic team as well as a talented team.” “Investment in people runs right through this organisation,” he adds. “We’ve made a strong and lasting commitment to apprenticeships, for example, and we’ll have around 20 apprentices on board with us at any one time. It’s something we’re going to continue to grow. “We’ve also established a very strong leadership development ethos including a management apprenticeship programme where we recruit young managers and develop them in the different aspects of this business. “We have four key themes when it comes to our people. The first is to engage and communicate with them; the second is strategic

learning and development; the third is performance management and the fourth is leadership. “It’s all about nurturing the talent that we have and about succession planning. It’s also about bringing a clear “can do” commercial mindset and building on good corporate governance within a public sector organisation... and that’s important, we believe.” Milligan is well aware of the old adage comparing public sector management to pushing the proverbial elephant up a hill, but he reckons that Translink’s new and energetic focus makes it a very different animal... albeit a large one. Gordon was honoured this year by the Chartered Institute for Personnel Development receiving its Chairman’s Achievement Award for HR Excellence, an honour he puts down to the hard work of the HR team around him. “We’ve built a strong HR team here from scratch and we’re very committed to what we’re doing with our people here at Translink. It’s a team that has been busy developing talent and an ethos of continuous improvement in the business as a whole.

Translink, he says, offers the kind of career opportunities that employees are bound to be looking for. “It sounds a bit like a cliché, but it genuinely is possible to go all the way from bus driver to company director here.” “But, at the end of the day, this business is all about our customers,” he says. “If we don’t get that bit right, our management systems are a bit superfluous. But it’s a complex machine that we have to run every day.” The capital investments which form part of the ‘Get On Board’ vision are no small items of expenditure. This is also a business that requires “big ticket” investment from Government. The new ticketing project resulting in

Eye on Transport

the Northern Ireland equivalent of London’s Oyster Card (amongst other improvements) will cost £46 million while the Derry/ Londonderry and Belfast transport hubs, intended to be more like modern airports, will lead to a bill in excess of £200 million. The plan to build a multi-million pound transport hub at the Great

Victoria Street site won’t mean the demise of Central Station, it should be added. It will lose the Belfast-Dublin Enterprise service, but it will remain as an important commuter station serving the growing number of offices in that part of Belfast. That’s not to mention the game changing Belfast Rapid

Transit programme due to go live in 2018 and significant improvements to the ColeraineDerry~Londonderry railway line which will be significantly completed by the end of 2016. “We are all about transformation and change, and while a lot has already been achieved internally we continue to look

at how we run our business to create a culture that inspires the best ideas, the best people and the best opportunities to thrive,” says Milligan. “I also believe our engagement with important external stakeholders is increasingly building our reputation as an open, engaging and commercially driven business.”

Eye on Law

NORTHERN IRELAND... SELLING LAW TO THE LAWYERS Liam McCollum QC, Chairman of the Bar of Northern Ireland

Eye on Law Northern Ireland’s growing reputation as a location for legal services looks set to be boosted in the wake of a largescale mission to the USA by a group of Belfast lawyers.

he Bar of Northern Ireland played a lead role in the mission which took Northern Ireland’s legal representatives to the latest meeting and conference of the International Bar Association which took place earlier this autumn in Washington DC. Some 6,000 lawyers from all over the world were in the US capital for the event, where the keynote speakers included Christine Lagarde, Managing Director of the International Monetary Fund; former US Secretary of State Colin Powell and Loretta Lynch, the US Attorney General. “It was a perfect opportunity for Northern Ireland to get its legal message across,” says Liam McCollum, QC, Chairman of the Bar Council of Northern Ireland and one of the leaders of the local delegation to Washington. “The event gave us the chance to make connections and to educate lawyers from the USA and elsewhere about the opportunities available within the legal system here in Northern Ireland.” Northern Ireland’s two-tier legal system, he says, is the envy of lawyers from other jurisdictions around the world. “And that gives us an advantage as a location for the provision of legal services, whether it is mediation, advocacy or litigation. But it was just as important for us to get across the message that legal costs are much lower here in Northern Ireland, and that the same applies to ancillary costs of bringing cases here.....such as travel and hotel expenses.” The message from the Northern Ireland delegation to the international legal community was clear.....Northern Ireland has a highly experienced group of lawyers – both barristers and solicitors – and is the ideal, low-cost venue for internationally mobile cases.

Liam McCollum QC with David Mulholland, Chief Executive of the Bar of Northern Ireland

The region also has other advantages. “We’ve got a strong group of younger legal talent in the under-40 age bracket,” adds Liam McCollum. “And that’s another strong selling point for Northern Ireland. We can also offer expertise across all of the main legal areas, from family law to commercial and into specialist areas like medical negligence.” The Northern Ireland legal community also has valuable experience of some other key areas of law, not least areas like anti-corruption and money laundering. The visit to Washington and the International Bar Association’s Conference was supported by Invest Northern Ireland, the body responsible for inward investment across the board. First Minister Arlene Foster, a Queen’s University law graduate, also flew out to Washington to attend part of the proceedings. “We are able to offer a complete legal package to those who choose to come to Northern Ireland,” adds the Bar of Northern Ireland’s Chief Executive, David Mulholland. “It might sound like a cliché, but we really can offer all that anyone is likely to need within one small jurisdiction.

The effort to attract more inbound legal ‘tourism’ to Northern Ireland will be an ongoing campaign, involving both the Bar Council for Northern Ireland and the Law Society, the governing body for local solicitors and law firms. “What’s also important,” adds Liam McCollum, “is that we get lawyers to come here with their proceedings and that we start to get results. Then the sales pitch for Northern Ireland starts to become selfperpetuating. As every business knows, satisfied customers are the best sales people.” Hundreds of international lawyers, from as far afield as Singapore, South Africa and Australia, were in Belfast last Spring for the International Advocacy Training Council Conference held in the Inn of Court in the Bar Library, and the Bar intends to attract more international legal events to the city. “There’s no doubt that with today’s technology, borders are being diminished in the world of the law,” says Liam McCollum. “With that in mind, it’s vital that Northern Ireland gets its message out there. And I think that’s something that we’ve been doing very successfully. If anything, we’re ahead of the game in UK and Ireland terms.”

The visit to Washington DC is likely to be the first of several for the key representatives of Northern Ireland’s legal ‘industry’. Next year’s International Bar Association conference will be in Sydney, Australia, meaning that a large-scale delegation is unlikely. But the international sales pitch will go on at other events and opportunities. Belfast will host the mid-year International Bar Association Conference in 2017 in advance of the full event in Sydney. Given the travel involved in attending the full conference in Australia, it is likely there will be a lot of interest in the Belfast event. “We’ll also be looking for opportunities close to home. Right on our doorstep are the four jurisdictions of England, Scotland, Wales and Ireland, the Northern Ireland can be a competitive place to do business for lawyers from elsewhere in the British Isles too,” adds Liam McCollum. “So we’re very positive about the future for Northern Ireland as a location for legal business across the board.”

For more information please visit www.barofni.com

Eye on Growth

Wilsons Auctions... Selling, Sites & Stories Peter Johnston reckons that there isn’t much he doesn’t know about Wilsons Auctions. He started there as one of the firm’s original half a dozen employees, parking auction cars for his boss Ian Wilson. And he’s done just about every job since then – parking cars, valeting cars, auctioning and managing.

hese days, he’s Group Operations Director at a company which has come a very long way from its early days at Hydepark near Mallusk. “Back then, at the height of the Troubles, we had bulletproof glass all over the place, and money was paid to the tellers through a hatch under the bulletproof screens. We didn’t raise our heads above the parapet, to be honest,” says Peter jokingly. Things are very different now. Wilsons Auctions, as a company, is keen to dispel the old images of the auction business. “People used to think of Arthur Daley characters, blow heaters and burger vans,” he adds. “But it’s a very different business in this day and age.” The business has its roots back in the 1930’s when current Managing Director Ian Wilson’s father Willie began to auction tractors to farming customers in rural County Antrim. Today it has 350 employees and no less than 15 sites across the UK and Ireland. From its headquarters complex at Mallusk – also a busy auction site – it operates a second action site in Portadown and a third in Dublin. Across the Irish Sea, Wilsons Auctions now has auction centres in Queensferry, North Wales, at Telford in Shropshire,

Maidstone in Kent, Newcastle Upon Tyne and Dalry in Ayrshire. In addition, it runs a network of seven vehicle depots across Britain. “So it’s a big operation and it all started with Ian Wilson’s vision for the business back in the 1970’s,” says Peter Johnston. “Once we got this business really established here at Mallusk, expansion to other centres was the obvious way to go.” It’s every inch a family business. Ian Wilson remains involved on a day to day basis, and his sons and daughter have helped to establish and grow Wilsons Auctions operations in Ayrshire and in Dublin over recent years. Other parts of the group’s expansion have been down to strategic acquisition. Wilsons Auctions bought a business owned by auctioneer Tony Esp spanning sites and Queensferry in North Wales and Telford just across the border in England. And it continues to look for further acquisition targets as it expands its nationwide reach. “We’re not just a Northern Ireland company anymore,” says Peter, who keeps a map of the company’s British Isles locations on his Mallusk office wall. “We’re a national company and, in fact, we qualify as an international company by virtue of an office we opened recently on the Costa Del Sol in Spain.” The varied locations don’t just give the company geographical reach. They also give it flexibility when it comes to sales. Peter explains. “We’ll move refrigerated trailers up to Scotland because the fishing industry there produces a big demand for them. We’ll shift 4x4’s to Dublin for the same reasons. And we’ll ship good quality ex-fleet cars from England over to Northern Ireland because they’re very popular here.”

Across all of its sites, Wilsons Auctions sells well upwards of 100,000 cars a year, but it also sells vans, trucks, plant and various other commercials. That makes it different from its main competitors on the national scene, almost all of whom concentrate solely on cars. “We might be much bigger than we used to be, but we’ve kept the family business ethos, we’ve kept the friendly touch,” he says. “We want to see private buyers, endusers coming here and to all of our centres. Even if they’re not here to buy, we’re happy to welcome them to experience the ‘fun of the fair’. “We see people coming here for the first time and they’re nervous about taking part in an auction. They’re visibly shaking sometimes. But it’s generally not

“ We might be much bigger than we used to be, but we’ve kept the family business ethos, we’ve kept the friendly touch. We want to see private buyers, end-users coming here and to all of our centres. Even if they’re not here to buy, we’re happy to welcome them to experience the ‘fun of the fair’. that long before they’re back and they’re not shaking the next time. “We like to see someone heading off in a car they’re delighted to have bought, or to see someone else getting their hands on a bargain....whatever it is.” The company doesn’t just rely on customers coming to its sites.

Thanks to leading edge technology, anyone can log onto auctions happening at any of the Wilsons sites and play an active part. Wilsons Auctions sells a whole lot more than vehicles of all shapes and sizes. It recently won a £25 million multi-agency contract to auction off just about anything that ranks as proceeds of crime. Police forces all over the UK will use the NI-based firm to auction everything from private yachts and luxury cars through to property, electrical goods and every type of jewellery you can imagine. In fact, Wilsons Auctions has sold all of those things and a lot more besides. The vessel used in the biggest cocaine haul in British waters is due to go under the hammer soon, £6 million worth of Asian gold has had to be sold off, and the company recently sold an Olympic gold medal winning dressage horse formerly owned by a property developer. “It certainly adds a different dimension to what we do. When police forces all over the UK are at the ‘coal face’ targeting crime, our guys and their collection vans aren’t too far behind them.” “Some of these cases can be very complex indeed, and we have to spend a lot of time and effort trying to get through the paperwork and to realise some sort of value for all sorts of items with a bit of history attached to them,” says Peter Johnston. “But that’s what we’re here to do. Everything can’t be as easy as selling an ex-fleet Vauxhall Astra in really good nick,” he smiles. One advantage of this particular business is that it’s pretty much recession-proof. “When the economy is bad, we get very busy,” he says. “But when the economy is good, we’re good too.”

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Eye on Communications

CO DOWN BUSINESSES TO BENEFIT FROM NEW TURNKEY SERVICE Atlas Communications have been working with Down Business Centre to devise a new model for renting office space which is helping local businesses in the region grow.

he family owned Broadband, Internet and Hosted Telephony specialists based in Belfast have been developing the strategy with the County Down based business centre to set up a ‘turnkey’ service, meaning companies that take office space on the property are supplied with all core business requirements as well as being provided with business management and communications support. Located in Downpatrick, tenants are only a 20-minute drive outside Belfast City Centre and avoid the hassle of traffic. Down Business Centre not only provides tenants with free mentoring and business advice but first class office space and facilities all set in a backdrop that rivals most peoples’ view from their office windows. With Atlas’ comprehensive Broadband and Cloud service offering, companies like Lowden Guitars and Smartcard Solutions remain permanent residents among another 37 local firms. The centre has become a hub for thriving local businesses and one which is unrivalled in not only the service it provides but a platform for work connections as well. Atlas’ service means that companies renting office space there no longer have to hire in-house broadband teams or pay extra for different companies to install routers and wires in the facility. Down Business Centre can now provide, through Atlas: Broadband, Landline and Email services from within the facility, ensuring tenants save on capital costs and are provided with a much more budget friendly service.

Alastair Simpson (International Sales for Lowden Guitars), Janice Symington (Head of Down Business Centre) and Richard Simpson (Managing Director of Atlas Communications).

Head of the centre, Janice Symington, says the partnership has played a part in local business growth and is working far beyond expectations, “This partnership has enabled young local businesses to gain the support and guidance needed to grow whilst also providing a strong base from which they can work from” she says. “With Atlas’ service of high speed broadband combined with the costs saved from the new rental, we’re proud to say the companies renting from us have seen a boost in growth recently.” She continued. “We are aiming to provide a home for local new businesses which helps them to flourish and with this service it means all the tenants can receive top quality core services without having to buy.” The area has previously struggled for good internet connectivity and landline connection but through Atlas Communications and their unique

package the business centre and tenants are now benefiting from a much better connection. Richard Simpson, Managing Director for Atlas, says their service is unique to any being provided at the moment, “Through our services we provide, not only great connection, but also business solutions.” “By creating bespoke, personal packages for each company to benefit their needs it means we can cater to each individual company’s price budget whilst making sure they are receiving the top quality standard of connection without suffering due to budget restraints.” The local business sector is growing and Down Business Centre are certainly contributing to this. 39 companies currently rent space at the facility with only a few offices left and Janice Symington feels that those will fill up soon and all involved will only go from strength to strength. “Since the arrangement was made with Atlas our tenants

have benefited generously from the enhanced service and others renting here can be sure that they will too.” She added. “This was the perfect final addition to our already fantastic facilities and we feel that this ‘turnkey’ service creates a synergy between everyone involved here, which I feel is key to growth and will continue to benefit local business and the local economy here.” Down Business Centre not only provide the premises and connectivity service; they are much more than that. The centre is an essential partner for small or growing businesses. This commitment to tenants makes them unique as they become a partner rather than a landlord, a partner who wishes to see you grow as much as you want to yourself.

For further information on Down Business Centre please contact 02844616416.

Eye on Health

Meet the doctor behind some of the most discreet non-surgical cosmetic work in Holywood and Chelsea.

One of the first practitioners to employ a less is more look to Botox, Mr Songra is renowned for his natural look.

ith more than 15 years’ experience of injecting Botox and Dermal fillers he has built up a loyal following of clients at his Cosmetech clinics in Chelsea and Holywood which includes A-list celebrities. Mr Songra has a unique approach to treating the face as a whole which is bespoke to each patient to restore a refreshed look and to delay the ageing process. To create the best effects he plans a long term maintenance programme for each patient which halts the effects of time and maintains a balance to the face by achieving and maintaining the optimum results. In an industry which is constantly evolving with new trends Mr Songra stays ahead of the competition and delivers treatments only using products which are selected based on having the highest safety profile. We catch up with Mr Songra to discuss what’s in demand:

BUSINESS EYE READER OFFER: 10% voucher off any Cosmetech non-surgical treatment at our Chelsea Private Clinic or Maypole Clinic Holywood.

Apart from looking younger are there other benefits with having Botox? Botox is now being used as a therapeutic treatment for headaches and migraines and relieves the tension caused from frowning. It’s also used to treat teeth grinding in the lower jaw areas and as a preventative treatment to prevent the development of the jowl areas. Are there any other treatments that we should know about? Another trend is the use of Thread lifts to achieve tightening

of the jawline, mid-face and brows. This treatment is very subtle and can achieve the results previously only achieved by much more invasive surgery. This treatment is currently available through our Chelsea Private Clinic in London, we will be offering this treatment in Northern Ireland from January 2017 due to high demand. We would like to congratulate Mr Songra who has been nominated at the EOY Entrepreneur of the Year Programme for 2016 in the International Industry Category!

To book an appointment contact Cosmetech on 02890423200 (NI), 02075650333 (Chelsea Private Clinic) or e-mail frontdesk@cosmetech.co.uk

*Vouchers are only valid for one use.Vouchers have no cash value and can not be exchanged for cash. One voucher per person. Voucher valid until Dec 2016.

Eye on Retail

There aren’t too many businesses around that are coming to the end of their 140th anniversary celebrations... and even fewer that have remained a family business throughout that period.

MICHAEL McCORMACK...

FAMILY VALUES AT THE HEART OF MUSGRAVE NI BUSINESS M usgrave Group and Musgrave NI has its roots in 1876 Cork when Thomas & Stuart Musgrave set up their first retail venture. Today, the fifth generation of the Musgrave family are non-executive directors in a business that, in Irish terms, has more than 1400 stores across seven brands in three markets and total retail sales of €3.7 billion. In Northern Ireland, Musgrave comprises the retail and wholesale segments of

Musgrave Group, supporting 360 independent retailers through the SuperValu, Centra, Mace and DayToday brands and 2,800 wholesale customers through the Marketplace brand across the province. With these brands, Musgrave NI aims to offer the full range of solutions for independent retailers and foodservice professionals. The Northern Ireland business has its own management team headed up by Michael McCormack.

“A lot of retailers talk about being at the heart of their communities,” he says. “It’s something that comes naturally to us. Our independent retailers are our long-term partners and they are right in the midst of their local communities.” It’s a different retail model to most of the group’s competitors. The vast majority of Supervalu and Centra stores and all Mace stores are independently owned and operated by local

entrepreneurs. “So they all work and live in their local communities and our customers know that, when they shop with us, their money goes towards their local communities in terms of wages, jobs and local sourcing.” The Group, with its Northern Ireland headquarters and major distribution base in the Duncrue area of Belfast, is part of the way through a multi-million investment in all of its stores across all three retail brands.

Eye on Retail It’s a programme that includes refurbishments for most stores, but has also comprised brand new store openings. A prime example in the past year was the opening of a state of the art Centra store at Donegall Street in the heart of Belfast’s Cathedral Quarter....conceived and designed to appeal to the clientele around one of the city’s most vibrant neighbourhoods. “That’s what retail today is all about,” says Michael McCormack. “It’s important to provide the products and services that customers want, whether that’s in the middle of a village in County Tyrone or in the city centre of Belfast. “Our focus can be on deli, on coffee, on healthy eating or on a wide variety of other areas, and we can gear each retail offering to suit the area and its customers.” In fact, there has been a much stronger emphasis across the board in recent years on expanded fresh food offerings and on the likes of barista-style coffee and healthy convenience food items. Musgrave NI buys an estimated £200 million worth of products from suppliers in Northern Ireland, a sizeable contribution to the agri food sector here. That’s across both Supervalu and Centra stores as well as the three large Musgrave Marketplace cash & carry outlets which service the independent retail and food service sectors locally. The main Musgrave Marketplace at Dargan Road just around the corner from the group’s headquarters is

joined by two others, strategically located in L/Derry and Lurgan. The Group recently received a number of industry accolades for its beef products. Most of its larger-scale Supervalu stores have their own butchery counters and the retail group has established a partnership with top local chef, Noel McMeel, currently head chef at the Lough Erne Resort in County Fermanagh. “We employ around 900 people directly, and that figure can be extended to 5,000 or so when you take in all of our independent retailers,” says McCormack. He started his career with Musgrave nine years ago as Trading Director for Musgrave Marketplace. An accountant by training, he cuts his retail teeth in the Republic with the Statoil (now Topaz) forecourt network. He serves on the boards of both Musgrave Northern Ireland and Musgrave Wholesale. Joining him in the senior management team at Musgrave Northern Ireland are Sales Director Nigel Maxwell, Wholesale Director Trevor Magill, Head of Retail Operations Shauna Magill and Trading Director Ciara McClafferty. In common with others in the world of retailing here, he says that convenience retailing is very definitely on the up. “There’s no doubt that more and more people are moving away from the big weekly shop and they’re shopping for less items but more often. We see a big rise in the number of customers coming into our stores to pick up food and other items for that

day or for a couple of days. “It’s a trend that we warmly welcome and the onus is on us to make sure that we provide the products in store that those customers want and expect. In fact, we have to update our retail offer all the time.” The company keeps in touch with its retailers through three retailer councils, one for the Supervalu brand, one for Centra and one for Mace. Through those forums, retailers can feed back on a wide range of issues to the Musgrave NI senior management team. “And, believe me, they’re not shy,” smiles Michael McCormack. “We ask for feedback from them and we tend to get plenty of it....but we can learn a lot from what we hear.”

On the community front, most of Musgrave NI’s links with the community are forged through its retailer network at a local level. But there is one important exception. The retail group doesn’t change its charity affiliation from year to year. Instead, it’s been a major supporter of the work of Action Cancer over quite a number of years, and has raised some £2.5 million to date for the locally-based cancer charity. “Partnerships are important to us,” says Michael McCormack. “They’re important whether they are partnerships with our retailers, partnerships with our local suppliers, partnerships with a charity or partnerships with our customers. They are at the core of our business and key to its success.”

Eye on Growing your business

Growing your business ASM recently sponsored the Enterprise Northern Ireland “Start Up & Grow Show” which was aimed at pre-start, early-start, and growing businesses. As a key exhibitor at the show, it was fantastic to see so many aspiring entrepreneurs in attendance, along with lots of individuals keen to grow and expand their existing businesses. We caught up with Mark McNeill, one of the firm’s directors, to find out more details.

t a time dominated by uncertainty in the business world, there were still lots of people willing to find out more about what it takes to turn a great idea into a business reality and taking the plunge into the uncertain waters of commerce. What was also very encouraging was the amount of business people keen to expand and grow their businesses and seek advice and assistance on how to achieve their goals. Challenging the Norm The challenges facing anyone growing their business are very similar to the challenges facing anyone starting out. From an accounting and taxation perspective, first and foremost it is vital to ensure compliance matters are dealt with in a timely and efficient manner. This means all relevant accounts and tax returns, which include PAYE returns, VAT returns, income tax or corporate tax returns, are filed as and when required. This results in peace of mind for the owner knowing that there will be no unexpected penalties, surcharges or interest payments arising due to late filings. It is also important to ensure that all relevant registrations are made as and when required. This includes not only UK registrations, but for businesses which export, this would include making sure all relevant overseas registrations are made, and filing requirements complied with. Patents and Trade

Marks should also be considered as part of this review process to ensure the business maintains a competitive advantage. What’s ‘best’ for Business? Growing businesses also need to consider what is the “best” business entity through which to operate. There are many choices: • Sole trade; • Partnership; • Limited liability partnership; • Limited company; or • Unlimited company. The decision as to which is the best vehicle should be founded on a mixture of commercial, accounting and taxation considerations. There is no “one size fits all” approach and each business will have different drivers for their choice of vehicle. A key issue for all business, and in particular growing businesses, is the accessibility of timely information on which decisions can be made. This is very true for accounting and financial information as well. Business owners need to have up to date, reliable financial information in order to drive their business forward. Out of date or inaccurate information can lead to delays in making decisions which can be costly for the business. In the Clouds Cloud Accounting software is a solution for giving business

owners access to up to date financial information and Key Performance Indicators (“KPI’s”). Accounting software is held in the cloud on remote servers where the business owner and his external accountants have access to financial information which can be uploaded, processed and viewed on a real-time basis. The information is available to be viewed by the owner on their laptop, tablet or mobile device meaning information is readily available and accessible anywhere. The use of Cloud Accounting software will also assist with the move towards Making Tax Digital (“MTD”) which HM Revenue & Customs are phasing in over a number of years. Initially MTD will apply to individuals and unincorporated businesses, but will be rolled out to companies in due course. MTD will see a significant change in how taxpayers interact with HMRC. Information will be required to be provided on a quarterly basis with a year end submission also required. From a taxpayers perspective this will only be achievable if accounting information can be captured on a timely basis so that it can be processed for submission to HMRC to meet the quarterly filing requirement. Growing businesses need to consider how this will impact their accounting function and what systems and procedures they need to put in place to ensure compliance with MTD.

The Brexit Effect Perhaps the greatest issue facing many businesses today is the impact Brexit will have on the economic landscape. Until Article 50 is triggered by the UK Government (by the end March 2017) then we will not know how the Brexit will be effected. There is a lot of speculation as to whether it will be a “hard Brexit” or a “soft Brexit” and clearly each course of action will have repercussions for businesses throughout the UK. However those repercussions are most likely to be felt most keenly in Northern Ireland. Business owners need to consider the implications for them and their business and how best they can mitigate the risk associated to them as a result of Brexit. And Finally… While there is a great deal of risk and uncertainty associated with starting a new business or growing an existing one, there can be great satisfaction and a sense of achievement from having your own business. That was very apparent at the recent Start Up & Grow Show and those attending were certainly of the view that the benefits far outweighed the risks. ASM Chartered Accountants has six offices, Dungannon, Belfast, Dublin, Dundalk, Magherafelt and Newry. The 120 strong team specialises in a range of accountancy disciplines including, corporate finance, Insolvency services, forensic accounting, Audit & accounting, consultancy services, internal audit, tax, hotel, tourism and leisure.

To speak to Mark McNeill email mark.mcneill@ asmmagherafelt.com or call 028 7930 1666

Eye on Communications

React with WorkPal... Making Mobile Working Easier

About React Services Ireland’s leading full service provider for property insurance claims, React specialise in restoring and repairing properties affected by fires, floods and other disasters. Their services include leak detection, cleaning, structural drying, plastering, joinery, roofing, tiling, plumbing, electrics and decorating. The firm has a team of fully trained technicians and provide a 24 hour emergency response service. About WorkPal Developed in-house by Northern Ireland’s largest, independent B2B telecommunications provider, Barclay Communications has over 19 years’ experience in business communications and are local experts in mobile, landline, IT, web design and software development with WorkPal, their flagship solution for mobile workflow management, reporting, tracking and invoicing. What were React Services Job Management Issues? Ben Noble, Co-Owner of React Ireland explains, “As our business has grown we have found it increasingly inefficient to use paper-based job sheets. Paperwork could be lost, filed incorrectly or

take days, even weeks to return to Head Office. Our field operatives lacked visibility of job details and what needed carried out on site.” Delayed paperwork meant we were being paid months after a job had been finished as our accounts department could only invoice once they had received completed job sheets, signed by the client. We found it increasingly difficult to audit claims which meant there were delays in getting people back into their homes. We had too many systems that didn’t link up which created additional work for the admin team and an extra cost to the business. We arrived at the conclusion that our workflow management needed to improve to remain competitive and offer the best service to our customers. After researching a number of workflow management solutions, we decided to use WorkPal as its’s a locally owned and operated company with a team of in-house developers. The system offered everything we needed to ensure we were improving business performance.” The WorkPal Solution for React Ian Megahey, Business Development Manager for WorkPal explains, “After meeting with Ben and the team

over the course of several weeks, we discussed and mapped out the key areas of the business that required improvement and how the WorkPal software could help. We created digital job sheets that every field operative now completes on their tablet or smartphone and this syncs back to head office instantly. This means there’s no more waiting for completed paperwork, the field operative can proceed to the next job and the accounts team can invoice the job faster. During our initial meetings, Ben had mentioned that there was a lack of consistent communication between the office and field staff. The WorkPal app can track all field staff and give real-time updates on job progress. This gives all key stakeholders visibility of active sites and how the work is progressing. Instead of using multiple systems, React can now use WorkPal to take control of their entire workflows from job management, tracking, reporting and invoicing.

Benefits of WorkPal for React Services “Since we implemented WorkPal, claim duration has reduced and people are back into their homes quicker as we have real time job progress of our staff to enable improved project delivery. We have now removed duplication of administrative work. Reports are created onsite and sent straight to clients. WorkPal has enabled us to increase profitability by reducing admin staff costs and better management of site time. We’re now more efficient in our business processes, helping us take on more work from our clients. Jobs are now easily created which are then detailed on field staff’s mobile devices with a clear task list of what they need to do. Information is stored securely in the cloud meaning it’s readily accessible anywhere” explains Ben. How did WorkPal Enhance Business Capabilities? “WorkPal now enables us to work with clients who have higher claim volumes as we are more efficient and effective at handling their claims. We’ve become more competitive and with a fluid workflow management solution now in place, we are in better shape.” Would You Recommend WorkPal? ”Definitely, especially for businesses who use traditional paper job sheets for their field staff and they need to improve their workflow. We’re noticing an increase in profits, better collaboration between teams and more satisfied clients.”

Available on Android and iOS, discover how WorkPal can improve your business workflows. Contact the team for a no obligation demo on 028 9096 0366 or email info@yourworkpal.com www.yourworkpal.com Tweet: @YourWorkPal

Eye on Finance

Smart Finance For A Growing Economy Asset based finance helped underpin the economy through recession, delivering growth year on year while traditional lending dropped. Here, Regional Sales Director at Capitalflow Commercial Finance Marc Hawthorne explains why this type of funding is just as important in a recovering economy.

t’s fair to say that throughout the recession so called ‘alternative’ sources of finance really came to the fore, providing a lifeline to SMEs across the UK at a time when the high street banks had badly let them down. Until that point products such as invoice finance had been seen primarily as a way to manage a struggling cash flow, with overdrafts and loans the preferred way to finance business growth. That picture changed dramatically as traditional lending became increasingly difficult to access, allowing both invoice and asset finance to move into the mainstream to the point where it actually outperformed all other types of business lending. There are countless examples of asset based finance providing a much-needed cash injection for small businesses who had previously been over-dependent on banks and who had ambition to grow through the toughest of trading conditions. Fast forward a few years to the present day and thankfully there is a much more positive economic outlook, with the latest quarterly growth in Northern Ireland activity greater than that recorded for the UK on average. The role that asset based lending has to play in a growing economy is as, if not more, important than ever because

while its growth over the last decade may have been driven in part by necessity, it has led to a more adaptable funding structure that supports the growth of small and medium sized businesses on a long-term basis. We have had an unbelievable response since launching in April, already providing funding to almost 230 SMEs across Ireland in sectors including manufacturing, print, transport and distribution, construction and IT. This proves two things; one is that the appetite for growth is there and the second is that our collaborative, can-do approach and flexible products are what businesses want. Every day we are meeting people who want to invest in their business, whether it’s to hire staff, expand their premises or purchase new equipment or machinery, and they are looking outside their bank for appropriate funding that suits the needs of their business at any given time in its lifecycle. We’re increasingly looking at integrated asset based lending, or ‘ABL’ deals which are structured not only to release cash from a sales ledger, but to enable a business to leverage the value in its existing assets such as plant and machinery, inventory or bricks and mortar, in order to facilitate investment for growth. ABL’s key advantages are

its flexibility, scalability and ability to look at the wider value a business has. Plus, its fundamental link to cash flow means that unlike a bank loan, funding grows alongside revenue meaning a business will always be ready to capitalise on new business opportunities. The bottom line is that the use of products such as Invoice Discounting and Asset Finance continue to rise in popularity as forward thinking businesses attempt to diversify their funding sources to avoid a potentially risky over-reliance on loans and overdrafts. Concerns over any Brexit-related credit crunch will only strengthen the argument for doing this. The total amount of asset based lending and invoice finance secured by UK businesses has risen by 27 per cent over the last five years, proving that they continue to be some of the most effective forms of finance available with a crucial part to play in the continued recovery and growth of our economy.

The real beauty is that regardless of size or industry any business that is making sales or that has a robust balance sheet can benefit from asset based finance, which is good news for all the SMEs working in less typical industries that banks are often wary of. Whether your need is increased working capital to fund expansion or to support strategic objectives such as acquisition or an MBO, ignoring alternative funding options, especially one that is more sustainable and flexible than its traditional counterparts, just no longer makes sense.

To find out more about Capitalflow Commercial Finance and its £300m fund for businesses across Ireland please call 028 7187 9245 or visit www.capitalflow.ie

Eye on Communications

The days of the ISDN (integrated services digital network) lines are numbered, with the end of life for traditional voice services, businesses of all sizes will at some point migrate to SIP Trunking or Hosted Unified Communications.

ISDN... It’s Sooo Last Year! F

or the last few decades, ISDN has been the platform we have all used for voice, video and data. However, with the explosion in integrated digital communications the demand for more and more data has created the need for an improved digital framework...and that evolution is being supported and fast tracked by SIP (session initiation protocol) trunking. SIP is the strategic bridge between the analogue and digital worlds, a protocol that connects voice over IP (VoIP) and traditional phone system hardware. Sweat Assets You do not have to throw the baby out with the bathwater, you can sweat assets while still leveraging the latest technologies, but you need to ensure you are with a SIP trunk provider that is right for your business. SIP provides greater choice and a far more flexible, resilient service than was ever possible with ISDN. SIP trunks can offer an easy way to connect a new office, or provide the infrastructure to support unified communications (UC) and a new way of working.

Scalability If you are paying too much for leased lines or looking to upgrade an ageing phone systems and make the move to end-to-end VoIP, the SIP trunk is your solution. There are so many benefits of SIP technology for business. It enables enhanced flexibility, network level monitoring and often returns substantial cost savings. SIP can facilitate growth within a business through scalability and with the right provider, is a secure and robust technology for mission critical operations. SIP will also improve your call handling and enable you to distribute your lines across multiple sites, improving resource allocation. This is achieved by routing your calls at the core of the network, with calls being routed to pre-defined destination, including mobile, alternative site or remote office and across multiple carriers providing additional resilience. The redirection of calls across carriers happens automatically within pre-defined parameters, minimising downtime.

The right partner It’s true that SIP is a standard, but the way it is delivered can vary depending on which provider you choose. An approved, resilient delivery method is fundamental to a successful deployment of any SIP solution. It’s all about choosing the right partner and making sure you know how many parties are involved in the delivery of your solution. You may have a single point of contact for reporting a fault but that provider may use a separate hosted service provider, a separate datacentre, another provider for connectivity to your site and a different provider for line delivery, that’s a lot of involved parties. Often these ‘behind the scenes’ processes go unconsidered by the customer at the point of committing to a service contract, and the impact is not experienced until there is a fault. Businesses should take the time at the outset to understand how their support contract will work and who is responsible for the service, end to end, so don’t be afraid to ask for case studies and references.

Unified Communications As SIP evolves into the accepted communications platform, the aim of more and more businesses is to operate a unified communications (UC) environment. UC is the integration of communications that optimises business efficiency by integrating real-time communications with business processes and requirements, presenting a consistent unified user interface and user experience across multiple devices and media types. These results include better user and group productivity, dynamic collaboration and simplified business processes, with the goal of increasing revenues, decreasing costs and improving customer service... now which business would not want these benefits hitting the bottom line next year?

Rainbow Communications info@rainbowcomms.com 0800 018 8082 www.rainbowcomms.com.

Eye on Round Table

The Future of Finance In A Post-Brexit World Business Eye joined forces with the Chartered Institute of Management Accountants to stage a round table discussion immediately following the Institute’s recent speaker event held at Belfast’s Clayton Hotel.

The Subject – The Future of Finance In A Post-Brexit World. How finance professionals are reacting to the Brexit vote and the differences it has made and will make to their current and future business planning.

The Participants

Andrew Miskin, Global President, CIMA & former Partner, PwC, London

Roger Action, Head of CIMA in Ireland

David McIntyre, Financial Controller, Thales Belfast

Claire Hall, Management Information Manager, Decora UK, Lisburn

Cheryl McGookin, UK Financial Controller, Terex Global Business Services

Leonard Brown, Analyst, Profit Analytics Ltd

Kevin Gormley, CIMA Business Relationship Manager

Richard Buckley, Editor, Business Eye

Eye on Round Table

RB – Andrew, as Global President of CIMA, can you set the scene from the Institute’s perspective. Are we staring into the abyss? AM – I think we are staring into the abyss to some extent, but that’s not anything new. That said, we face a time of particular uncertainty. Management accountants are at the heart of business decision making. The critical thing at the moment is to be making the right decisions. There is always the temptation to do nothing, but that could be an opportunitymissing strategy in my view. For the first week after 23rd June, everybody outside of the UK was talking about it. Now, no one is interested. There are other issues globally.....US elections, refugee crises, the survival of the Euro. And the survival of the EU itself must also be in doubt. So we’re in a position of uncertainty and there is no magic wand to wave to sort out that uncertainty. Sometimes it can be hard to sort out what is true and what isn’t true in what I’ve heard called the ‘post-truth world’. That’s the challenge for decision makers.

RB – I’m keen to bring in those of you from local companies. Cheryl, you’ve told the story of how your American head office called on June 24th to ask what was happening on the Brexit vote. What are your thoughts and fears now? CM – The biggest fear is fear itself and there’s a lot of uncertainty around. That’s for sure. We’ve got a US parent who think we should know what is happening. They don’t understand when we can’t explain everything. We’re trying to find out as much as we can. There are lots of elements to consider.... the effect on sales at the front end, and the impact on back office functions at the other end. AM – Speaking as a remainer, I’m a believer that we are where we are. We have to look to innovative solutions. RB – Claire, how do you see things from an indigenous company perspective? CH – It might have been a binary decision, but it still came as a bit of a shock back in June. It’s been a hundred days now, and

we have had to focus in on how it impacts on our company as well as the wider picture. For us as a manufacturing company, our focus is on the effects on our workforce, on our costs and on our sales. Europe is a growth market for us and there are possible implications but they’re not all negative. Here at home, we have a big Eastern European workforce and that is a concern going forward. It is hard to get information and there’s no doubt that the uncertainty is a major challenge for all of us who are used to making decisions based on good information. We’re asked what is happening and we’re not always able to answer...... RA – There are, I think, 12 elections due to be held around Europe over the coming year or so...in Austria, France, Germany for example. You only need one of those to go the wrong way, and you have an impact on the euro and Europe as a whole. So it’s not easy to forecast at the moment. RB – Is there still a chance that Brexit might not actually happen?

AM – It’s still a possibility, I suppose, even if it is an outside one. There are lots of factors which could kick in between now and when the final legislation is passed. But I don’t think it’s a possibility that we can dwell on, or make decisions on. RA – And there’s the fudge option around a hard Brexit which could end up in a half in, half out situation which could linger on for quite a few years. That’s much more likely, I think. DM – I think there is a lot of wait and see out there in the market. I work for a French company and it is a worry that they might prefer to invest in Europe in preference to Northern Ireland once it’s outside of the EU. We’re also engineering intensive and dependent on innovation, so we also worry about investment coming into our operation. That said, we’ve seen a good side to it. We’ve just signed a major contract denominated in US dollars and, because of the exchange rate, there are pluses to that. Events like today’s are very useful. We need all the information we can get.

Eye on Round Table Government chose that course. What I’m saying is that we have to think of all the options.

prepared to innovate. We must account for innovation, and that’s the real challenge.

CM – That’s the approach that we’ve taken. We don’t want to be paralysed by fear. We have plans for 2017 and we’re not changing those plans. But we are considering what could happen in the medium to longer-term. We’re considering options and what those options might deliver. But we have goals to achieve and we have a business to grow.... so it’s business as usual.

CH – It has given us an opportunity to focus on what’s going on in our business. There are things we can’t control but that makes it important to focus on those that we can control.

LB – It’s a bit like a standard risk assessment. What can happen and, if it does, what will the result be for the business. And risk assessment is good business practice.

AM – We’ve all heard people say that things aren’t so bad now that we’ve survived Brexit. But Brexit, as a process, hasn’t even started yet. There are also those who say that, if there was a vote today, the result would be different. I’m not so sure. I’ve yet to talk to anyone who said they would vote differently. RA – It might be worth exploring the use of the Republic of Ireland as a very obvious gateway into Europe in the future, but it’s something that requires buy-in from the Stormont administration and that presents its challenges. RB – Can I bring in Leonard. You work with different clients and businesses of different shapes and sizes. LB – There’s a saying....never waste a good crisis. In my experience, the best time to influence decisions is when people are starting to worry. Back in 2007/08, when the downturn started, I was aware that there was a generation of managers who were like rabbits frozen in the headlights. They had no experience of a real crisis. Look, currency crises aren’t new. We’ve been there before. It can

be dangerous to try to second guess what’s going to happen. AM – The problem with doing nothing until things happen is that you can be too late to do anything. The Brexit vote caught many businesses flat-footed because everyone assumed we would vote to remain. Nothing is certain. We could have a hard border here in Ireland, we could have a Schengen border with Europe. We could have no free movement of people. We could have tariffs and custom forms. If you wait until it happens, someone else will be well ahead of you. LB – There are so many opportunities to improve now rather than sit around waiting for a few years. RA – Yes, if we take a sporting analogy, we’re talking about positioning ourselves where the ball will be rather than where it is. AM – I also don’t think it’s impossible that we could have an overnight hard Brexit. All that Article 50 says it that it can’t take longer than two years. It could take a lot less than that if the

RA – As an organisation, CIMA can underline its message. Our members are in organisations to provide the kind of quality information that directors, boards and chief executives need to make the right strategic decisions. In the context of very complex decision making, the skills that management accountants can bring to the table at more important and more relevant than ever.

RB – Let me ask you this. Someone mention the ‘O’ word a little earlier – Opportunities. Does anyone see any opportunities coming out of all of this, perhaps resulting from less regulation and/or bureaucracy?

AM – I agree. We’re in this vast cloud of information at the moment and it is hard to pick out the information that makes sense and is relevant.

AM – I’m not sure we’ll see less regulation and bureaucracy as a result of leaving the EU. The UK government has done a good job of blaming all regulation and bureaucracy on Brussels....when that’s not actually the case. But, in more general terms, turbulence always creates opportunities. It’s about being ready for the challenge when it arrives. And we’re not always good at being

LB – But don’t we also have to persuade management accountants to step outside of their comfort zones? It’s not just about what we do, it’s also be how we do it. We’ve all been in those situations where someone puts a slide full of figures up and says...’As the figures clearly show.....’. Flippant, maybe, but we have to be able to make our points and make them clearly.

Eye on Round Table KG – One things on opportunity. The currency slide has brought opportunities for some exporting businesses but, on a wider scale, for luxury good providers across the UK and Europe. There are short-term opportunities out there. And, on another front, I think we’ll see the emergence post-March of a new breed of Brexit consultants offering to help companies through the process. CM – I agree on the currency piece. We’re selling into the US and there are opportunities there in the short-term. It’s about making hay while the sun shines. It might not always be positive. So we’ll take the opportunities while we can. KG – I was also a Remain voter but there’s no point in wallowing in self pity. And wallowing in self pity or recriminations is definitely not something any businesses out there should indulge in. RB – On the Government front, at two levels, is Theresa May really in control? How do you see things at a Westminster level, Andrew? AM – I’m a believer that most things that look to be controlled are usually not like that at all. The idea that they have some thought out masterplan is very hard to believe. No one thought this was going to happen, Boris Johnson included. So no one had prepared for it. And there is no real opposition to the Government....the closest would be Nicola Sturgeon and the Scottish Nationalists. So, frankly, anything could happen at Westminster as things stand. It’s a bit of a mess. RB – If Boris Johnston was surprised on the morning of the 24th June, then some of our local politicians were just as surprised. Is there anything Stormont can do to help? AM – Regardless of what happens, we have to up our productivity and we have to up our skills levels. Is that not something that government can champion? CM – We had a lot going for us here. We have a strong reputation and we’re a very cost effective business location, but we have heard anecdotally of recruitment

decisions being put on hold in the wake of the vote. That said, we need to make sure that we have the right people coming through, and that applies to management accountancy as well as other skills sets. KG – I’ve just spent a couple of days with 21-22 year olds and it always shocks me how poorly advised they are in those early and important years. AM – It is a real issue. I’ve served on a House of Lords committee on this very subject and there is a widespread view that careers advice needs to be taken away from schools and teachers who’ve never been in anything outside of education. It just doesn’t work. Careers teacher think that an accountant is someone who is good at maths and introverted. KG – In my recent experience, the big firms here are hiring from a wide range of university degree backgrounds – physicists, engineers, even anthropologists. CM – Should we get an opportunity to get into schools to tell them what we need as a profession? AM – We’ve tried that, and schools find it difficult to find time for it. Teachers, for the most part, stick with what they are supposed to do and don’t find it easy to get out of their comfort zone. KG – Traditionally accountancy has

been viewed a reactive, numeric profession that doesn’t offer the excitement or glamour of other professions. We need to ensure that careers teachers and mentors are aware that management accounting is as much about business, strategy and communication. It requires wider skills-sets than simply being good at maths when considering it as a career option. RA – But we have to avoid a them and us situation around the private sector and public sector. We need each other. We look at cost a lot but we don’t always look at value. Let’s consider paying more but looking for private sector value and private sector measures. That would mean a genuine commitment to the citizen. One way to claw out of the mess that Brexit has cast us into is for the public and private sectors to work together to a shared and common objective. AM – I agree with the desire. Achieving it could be a bit more difficult. KG – And I’m not sure that Westminster will care too much about Northern Ireland when push comes to shove. There will be far too many more pressing issues. AM – Not sure I agree. Listen to Government ministers in the UK and you’ll get the message that people are worried about Northern Ireland and about Scotland.

RB – To wrap things up, if there’s one thing that could be fixed or changed, what would you like it to be? AM – I’d love them to move quickly and decisively. CH – That would be my answer too. It’s the only way forward. Business can act and react when there’s more clarity. DM – I actually don’t think that’s possible or likely given the complexities of what we’re talking about. KG – I also think that the government needs to borrow more and spend more in the interim to provide the kind of boost that’s needed. RA – The business world has not just become complex because of Brexit. The business world was already complex, uncertain and volatile beforehand. The vote is just another event to reinforce this. Management accountants will be at the heart of dealing with many of the business issues thrown up by Brexit. In a recent CIMA survey over 70% of C-Suite executives admitted to making an incorrect strategic decision based on poor information. Management accountancy ensures that the right information is available in a timely manner - and the profession I believe will be all the more relevant to business during the out-workings of Brexit.

Eye on Reserve Forces

Athene Gordon...

Putting The Case For Reservists Athene Gordon is well used to explaining the benefits of Reserve Forces service to employers of all sizes across Northern Ireland.

he’s charismatic, she’s passionate about the role that the Reserve Forces play, but she also understands the pressures faced by business owners and managers on a day to day basis. Based in Belfast, Athene is a Ministry of Defence crown servant and Regional Employer Engagement Director for Northern Ireland, one of 13 Directors covering the UK as a whole. “It’s a liaison role but it means liaising with employers, the Reservists themselves and their families,” she says. There are some 2,200 serving Reservists in Northern Ireland and their part-time military lives span all three services (army, navy and air force) and a fascinating array of different skills sets. Reserve units based here include one of the Army’s main Field Hospital Units, able to deploy anywhere in the world and set up a mobile hospital in the field, a vital fuel supply unit and units attached to regiments like the Royal Engineers and Royal Electrical & Mechanical Engineers. “Our role is to work in partnership with the Reserve Forces, the Reservists and the business community and public sector employers here in Northern Ireland. We work to shape the environment and to support our Reservists,” says Athene Gordon. “We’ll encourage positive HR policies, for example, that makes life easier for our people.” Northern Ireland presents some unique challenges. Whilst

in GB, it’s compulsory to inform an employer if you’re serving in the reserve forces, that’s not the case in Northern Ireland, largely for historic security reasons. That means that there are hundreds of Reservists out there whose employers know nothing of their military roles. But there are many who not only know, but actively support their employees. Athene Gordon tells the story of bringing one employer out to watch a military exercise in Cyprus. “He watched what was going on for quite a while before asking ‘Is that really our storeman?’. He couldn’t believe that an employee with no real responsibilities at work could fulfil a leadership role in the army.....” The storeman’s civilian role was to change when he was back at work in Northern Ireland. It’s as good an illustration as any of the real benefits of part-time military service to the employer. Athene Gordon believes that there are plenty of others.... military training, she says, develops valuable core skills such as determination, teamwork, problem solving, leadership and the ability to work under pressure as well as can do attitude. The trip to Cyprus wasn’t a oneoff either. The Reserve Forces & Cadets Association for NI regularly organises trips to allow employers to see Reservists on exercise and in action – in the likes of Norway, Denmark, Afghanistan and Iraq. Reservists these days still have to commit to regular weekends on military duty as well as annual training camps. But, in recent years, Reserve Forces have found themselves increasingly being drafted into the thick of the action in the world’s conflict zones alongside their regular army colleagues.

“Mobilisations have become more common,” says Athene Gordon. “We’ve had entire units and much smaller groups sent out to different parts of the world in recent years, with other units being sent abroad to play an important role in peacekeeping missions.” One such small unit of Royal Engineers is due to leave Northern Ireland soon for a humanitarian and bridge building (literally) posting to the war-torn nation of South Sudan in Africa.

“ When our units mobilise, it presents a whole new set of challenges for employers and we’re well aware of that. Employers aren’t too concerned about their people spending weekends and the odd week on military service, but when we tell them that they’re off to Afghanistan for four or five months, they can get a bit of a surprise.” Northern Ireland is a fertile recruitment ground for Reserve Forces personnel and the region boasts some very active units. It’s fascinating to note a statistic that shows that GB-based Reservists only stay in the forces for an average of 3.8 years, whilst Northern Ireland’s Reservists typically stay for closer to 12 years. “When our units mobilise, it presents a whole new set of challenges for employers and

we’re well aware of that,” adds Athene Gordon. “Employers aren’t too concerned about their people spending weekends and the odd week on military service, but when we tell them that they’re off to Afghanistan for four or five months, they can get a bit of a surprise. “That’s where we come in. We can advise companies, we can provide financial assistance to help cover the loss of key personnel, and we’re also here to help Reservists who are having problems with their employers. “We do take a sensible approach. We call it intelligent mobilisation. In cases where a Reservist simply can’t be spared from their job, or where family circumstances intervene, we can take a flexible attitude,” Athene adds. “Our aim is to keep all of the stakeholders in this happy... the reservist, his or her family and his or her employer. “We don’t want to drag Reservists kicking and screaming off to their posting.” At the other end of the scale, some mobilisations – to the conflict in Afghanistan for example – can become profound and life-changing experiences for the part-time soldiers, and their return to civilian life can also require an element of sensitive management. “It’s a wide ranging role and it can be a challenging role,” says Athene Gordon. “I’ve had to deal with plenty of awkward calls from families and employers over the years. “But it’s also very rewarding. When you see what our medical units, for example, or our engineers can contribute to conflict scenarios, you appreciate the importance of the Reserve Forces.”

Eye on Events

Belfast Met Launches Titanic Quarter’s Newest Trio Of Eateries Belfast Met has launched its Linen Lounge, Scullery and Yard restaurants to the public at its flagship Titanic Quarter Campus.

he event also saw the launch of the college cookbook featuring recipes from top local chefs Danny Millar, Niall McKenna, Simon McCance and Andy Rea. The names Linen Lounge and The Yard hark back to old Belfast’s booming linen and ship building industry and the stunning design concepts inside are also stepped in our capital city’s history.

Diners can immerse themselves in the nostalgia of industrial Belfast in The Scullery and The Yard as they enjoy the flavours of our traditional fare. Enjoy memories of home grown, locally sourced produce served in relaxed surroundings in an atmosphere that evokes the craic, memories and experiences of Belfast in years gone by.

Andy Rea signing a copy of the college cookbook Made at the Met for Belfast Met Food and Beverage students.

Simon McCance, Andy Rea and Niall McKenna.

Ice cream sliders.

Belfast Met Hospitality students and staff.

Simon McCance, Andy Rea and Niall McKenna signing cookbooks.

Belfast Met food and beverage students.

Eye on Cross Border

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Cross-Border Export Supports Whether your business trades in Northern Ireland or Ireland, you should know the full extent of the opportunities that exist right here on your doorstep, and that it is possible to build an export business without ever leaving the Island! InterTradeIreland offers varying levels of support from £1,000 up to £15,000 depending on the stage of your business through our Elevate and Acumen programmes and through our Trade Accelerator Vouchers.

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Access to finance If you are an early stage company InterTradeIreland can help you become more ‘investor ready’. We have a range of Equity and Venture Capital Advisory Services and links to key Business Angel networks on the island. If you are an established business looking to grow then our Funding for Growth Advisory Services and expertise can help guide you to the most appropriate form of finance for your business stage. Contact us InterTradeIreland has an open door and a dedicated team with extensive skills and contacts to assist SMEs on either side of the border. Perhaps the fact that many of the companies we have helped act as Business Ambassadors for InterTradeIreland says a lot about our commitment to businesses across the island.

So for funding to move your business up a gear... Visit www.intertradeireland.com, it could be the most powerful business move you ever make.

“ In light of the recent BREXIT referendum decision, a key objective for InterTradeIreland is to ensure that cross-border trade continues to grow and SME benefits are exploited.”

Eye on Publishing

MARCUS RICH... A MAGAZINE MISSIONARY

Marcus Rich (right) with PANI Chair Nuala Meenehan and Council members Siobhan Lavery and Basil Singleton

For those of us at the smaller end of the magazine publishing industry, the views of Marcus Rich come as a welcome breath of fresh air. Here’s a man, after all, who firmly believes that reports of the death of print media are wildly exaggerated.

e’s also a man who knows a thing or two about magazines. Rich is the London-based Chief Executive of Time Inc UK, publishers of a bewildering range of titles from Country Life to Horse & Hound and from Marie Claire to NME. Rich’s view on magazines is simple enough. On the pair-for magazine front, circulations might be on the wane. But his view is that magazines are all about resonating with and connecting with their audiences. “From dogs through to television, yachting to golf, we sit at the heart of people’s passion areas,” he says. “People want

something of substance and they get that in magazines.” Magazines, of course, depend on advertising as their main source of revenue. Marcus Rich takes the view that they’re very well placed to increase their share of the advertising marketplace. “The best positioned companies to provide targeted advertising are the media owners themselves,” he says. “They know about content and native content, native advertising, is what the future is all about.” Native advertising, it should be noted, is paid-for content contained within the vast majority, and probably all, magazine titles these days. “The challenge for the magazines themselves is to manage that trend and to be as creative as they can possibly be,” he says. Given its broach church, Time Inc has to target very distinct groups of readers and, by that token, potential advertisers. It’s fair to surmise that 18-20 year olds won’t be big readers of Country Life. It’s equally fair to assume that Country Life’s

advertisers won’t be interested in promoting their products and services within the pages of Marie Claire.....or NME for that matter. NME, originally known as New Musical Express back in the day, is an example of the major challenges facing some sections of the media. It’s circulation plummeted from 100,000 plus in its heyday as a weekly music publication to less than 15,000. Rich and Time Inc has now taken the gamble of making it free and upping the circulation to 300,000. The publishing group has also managed to strike what seems to be an effective balance between maintaining its print media markets and embracing the digital age. “Three years ago, our non-print activities accounted for 5% of our business. Now it’s closer to 30% of it. That’s pretty rapid growth and it’s all about combining print and digital....it’s not about replacing one with the other.” He quotes the case of one of the group’s key leisure titles, Cycling Weekly, which began life – believe it or not – as Penny

Farthing Weekly back in 1889. The publication continues to prosper in print form, but engages with its readership across a whole spectrum of online initiatives and events. “The things about digital publishing and activities is that it isn’t about algorithms. It’s about people. The people who read and engage with our titles.” Formerly with the Daily Mail Group, where he was MD of the Mail on Sunday and Commercial MD of DMG Media, Marcus Rich says that he was quick to jump at the opportunity of the top job at Time Inc. “When I came home and told my wife about the role, she asked about the titles Time Inc published. When I told her about Country Life, Decanter (the wine industry’s bible), Golf World, Rugby World and so on, she told me that it was the perfect job for me.....!” Some of the marketplace are specialised but almost all of them are surprisingly big. The equestrian marketplace in its widest sense in the UK is worth an estimated £3.8 billion, by way of example. “It’s all about content for us. Whether its golf or equestrian sports, our readers and our customers want content that entertains and engages. That’s our mission in life,” he says. “Magazines with the right sort of content have a bright future. Don’t let anyone tell you otherwise.”

Marcus Rich was guest speaker at the recent PANI (Publicity Association of Northern Ireland) Annual President’s Lunch held at Ten Square Hotel in Belfast.

For information on PANI, visit www.panionline.com

Eye on Fashion seen great growth in the past year on our social channels but we’re putting plans in place for an even greater focus on content at the proper level. It’s important that this is pitched and delivered at a sufficiently high level to match our brand values,” said Donald.

REMUS UOMO:

Delivering Finely Tailored Brand Growth From the Ulster Rugby’s Kingspan Stadium to the podium at The Brewery in East London, menswear brand REMUS UOMO is on a winning run. Business Eye talked to Donald Finlay, Managing Director of the Northern Ireland-based brand owner, Douglas & Grahame, about driving continual success in the volatile world of fashion.

he ethos behind the REMUS UOMO brand is ‘understated sophistication’, reflected in quality cloth, sharp tailoring and subtle detailing. The result is a menswear range that moves seamlessly from sharp in the city to casual with class. It’s a look that has just recently won what is considered to be the highest accolade in the industry: the Menswear Brand of the Year at the prestigious Drapers Independents Award 2016, held at The Brewery, East London. “We were truly delighted,” said Donald. “Firstly, we were nominated by our retailers, which is an endorsement in itself and then we came out on top from a shortlist of 8 brands,

amongst them the likes of Paul Smith, Ted Baker, Fred Perry and Farah. It’s a valued mark of respect from the trade.” Under one roof This is a company with a long, traditional tailoring history that has continually reinvented its clothing to remain at the forefront. Douglas & Grahame was founded in 1924 and taken over by Donald’s father, Dixie in the mid ‘60s. For the family business, the secret of longevity has been to keep the dedication to tailoring alive by merging it with the best materials, leading edge design, an eye for detail and sound business practices. The company consolidated its operations into one location with the opening of its Carrickfergus headquarters in 2009, an investment of £7million that included all business functions, an impressive showroom suite and a 100,000 square feet, state-of-the-art warehousing operation. The custom-designed hanging system specifically for tailored garments can house up to one million garments at any time.

Marketing matters Keeping the REMUS UOMO brand at the forefront of quality men’s fashion requires a heavy investment in marketing. “With a brand like REMUS UOMO, image is everything, so marketing is central, but also very carefully planned: whatever we do, we do with forethought,” said Donald. The sustained activity in upmarket print media and brochures has been augmented by a strategic partnership with Ulster Rugby, which sees the squad sharply tailored on match days in bespoke REMUS UOMO outfits. Donald commented: “My son, Adam had a clear vision of what this could deliver, showcasing the REMUS UOMO menswear collection in a dynamic and impactful way in keeping with our brand values.” The last year has seen significant investment in Douglas & Grahame’s digital services with a new trade customer site just launched and a new REMUS UOMO website and online shop launching in early 2017. Social media marketing has been a part of the mix for the brand for a while now but the company has ambition plans to drive growth in this area. “We’ve

Independent spirit The independent retail channel is Douglas & Grahame’s preferred route to market. “We focus on finding wholesalers and retailers who are positioned in the right trade segment and we build lasting business relationships,” explained Donald. As a result, the company has a strong network of retail stockists throughout all Ireland and the UK, supported by the trade sales team and showrooms in Dublin, London, Manchester and showrooms and a sales and administration office in the English Midlands. Alongside this, the company has embarked on a vertical channel development programme with company owned, REMUS UOMO branded retail outlets in Belfast’s Victoria Square and Glasgow’s Silverburn Shopping Centre. Having recently acquired an excellent retail site in Dublin, the company will open its third shop early in 2017 and has plans for further store openings on a wholly owned or franchised basis Focus on the future Douglas & Grahame is not resting on its laurels. “We are currently going through a significant succession planning process, which is making us look at all aspects of our business,” said Donald. The process has brought Andrew Louden, a respected figure in the trade, into the company as Commercial Director, with Adam Finlay as Design Director. Both posts are focused on growth in existing and new markets. In this regard, BREXIT will not stand in the way. “Of course there is an element of uncertainty and we would have concerns about how European outcomes will impact on our business competitiveness in Ireland,” said Donald, “but we are looking at a range of markets, including the Middle and the Far East. We can’t afford to lose our business focus.”

Eye on People

MCS GROUP

Laying Roots In The Community To Stimulate STEM Careers Local businesses have a major part to play in inspiring talent, sharing knowledge and equipping people for the world of work, according to specialist recruitment firm, MCS Group.

“A

t MCS group we take our corporate social responsibility seriously and this year we have had the pleasure of participating in numerous activities where we have not only provided financial support but also added real value to important initiatives”, says Louise Smyth, Commercial Director. “Through the sharing of knowledge and provision of advice on all aspects of the world of work and career development, our aim is to equip individuals with the confidence to take that first step onto the ladder or indeed climb further into their career journey.” Throughout 2016 MCS Group have supported several key initiatives including the NI Science Festival and Digital DNA/Bright Futures; NI Science Festival “MCS group were privileged and excited to have been the first commercial sponsor of the Northern Ireland Science Festival that took place at the start of the year. As a leading recruiter for STEM careers we felt that it was crucial to promote STEM programmes across Northern Ireland, inspiring and encouraging people of all ages to explore the world of Science, Technology, Engineering and Maths”, says Louise. “We felt that our involvement gave the event an outcome, where people came away and thought they could actually work within the STEM areas, connecting industry and careers to our everyday lives.” Digital DNA and Bright Futures Summer saw the successful return of Digital DNA to Belfast. Already in its 4th year, this is an innovative business and technology event which aims to promote the understanding and adoption of digital technology into business. Louise Smyth

Louise Smyth, MCS Group Commercial Director with last year’s Digital Futures competition winners.

says, “This ties perfectly into MCS Group’s objectives and we are now in our second year of sponsoring this initiative, promoting digital careers and giving insights into the vast array of roles within the changing world of technology. Many of our clients do not have the marketing budgets of the larger multinationals and through our involvement with Digital DNA we were able to promote many smaller, but equally as important, organisations”. Coming to the end of 2016, MCS Group are still going strong with their external projects, scheduled to be involved in several initiatives including the Digital Futures Roadshow in November, which operates across secondary level schools in Northern Ireland. The Digital Futures programme is a competition created by Digital DNA to encourage school students to design the most innovative ICT project. It is aligned to the ICT and Computer Science curriculum and the winners are rewarded with a once in a lifetime trip to Silicon Valley to meet companies such as Google and Facebook. Louise commented, “Having worked in the Recruitment market for over 23 years my priority now is to support the “future proofing” of our skills pipeline by building a robust, sustainable and

internationally competitive ICT capability here in Northern Ireland. This is a great place to live, or return to and we need to stop thinking we’re punching above our weight as we build out a world class Technology hub. With the uncertainty surrounding Brexit more so than ever we need to be proactive, building confident talent which will keep attracting foreign investment and producing a budding scene for Tech Entrepreneurship.”

MCS Group is a firm of ethical recruitment specialists, based in Belfast, Northern Ireland specialising in IT & Digital, Technical & Engineering, Professional Services, Accounting & Finance, Banking, Legal and Executive Search. To find out more about MCS Group visit www.mcsgroup.jobs

Eye on Business Education

Delivering Business Education In Northern Ireland Pictured at the launch of the Chartered ABS report â&#x20AC;&#x153;Business Schools : Delivering Value to Local Regional Economiesâ&#x20AC;? are centre, Gillian Armstrong, Professor of Business Education at Ulster University Business School, Anne Kiem, left, Chief Executive of the Chartered Association of Business Schools and Kirsty McManus, Head of Business Development, NI Chamber of Commerce and Industry.

Professor Gillian Armstrong from Ulster University Business School looks at the priorities for business education here... as well as the challenges facing it...

Eye on Business Education

usiness education is a significant business in its own right and makes a valuable contribution to any university and region. Currently, in the UK, there are over 130 Business Schools – educating 360,000 students and employing 13,500 staff. Business education is also popular – it accounts for 1 in 5 students within the UK and contributes £3.25 billion to the UK economy. And it plays a key role in the development of skills for business – developing skills in management, leadership and entrepreneurship. But, perhaps most importantly, it plays an important role in connecting teaching, research and other capabilities; through access and deep engagement with business. Ulster University’s Business School is the 6th largest of its kind in Britain and Ireland – developed over a 40-year history. Ulster established the provision of Business Education in the region in 1975 and was the first to market in various areas - the first Accounting degree on the island of Ireland was developed at Ulster in 1976. The NI Small Business Institute (NISBI) followed in 1983 and this focussed on the needs of local business, particularly the small and medium sized enterprises – the focus on the SME regional economy continues to be a key theme within the Business and Management research unit at Ulster. The focus on working with practitioners, business and a wide range of professional bodies is currently supported by over 40 Visiting Professors, from a range of backgrounds; whilst the 1-year professional placement programme is still popular (with over 400 students on local, national and international placements) and ensures linkages and bridges directly between programmes, research and business. The distinctiveness of the Business School at Ulster (that deep connection to business) and the commitment of staff to ensure a high quality learning experience – also contributes an estimated economic impact within the region of around £41million per year. Business Education also has to be distinctive to suit a distinct region. Micro-businesses dominate here in Northern Ireland... 29% of NI Businesses turnover less than £50k compared to 18% in the UK. But we can also punch above our weight, NI continues to do well compared to other UK regions – at the moment, we are ranked 4th out of 12 for FDI.

If we review jobs per region / per 10,000 people – London is top at 29, Scotland at 31, the North East at 24 and NI at 22. The INI proposition centred around “attractive tax rates, the talent and the value in the region” has been working. Is it possible to be relevant to both a global, multinational business and a local micro business? Is it possible to work alongside the private, public and third sectors and ensure relevance and the delivery of appropriate skill sets? Well, this is the challenge for Business Education in NI – and yes, we do need to be relevant to businesses of different size, sector and location; if we are attempting to support innovation and growth within the region – but small businesses are not big businesses and this does require distinctive solutions. The challenge does not end there and the subject of Business – University Collaboration / the bridging has generated much interest from Government review over the last 10 years – and no doubt the debate will continue with increasing pressure on public finances and the role of Universities being considered! Practical recommendations and generic themes include the need for: 1. Course relevance and application on programmes – where opportunities for experiential learning are optimised; 2. E xplicit links between theory and practice – a more contemporary curriculum (to ensure the “business ready mindset” for large and small business!); 3. B etter connectivity linking industry experts with current research – this is often suggested as a useful “magnet for inward investment”; 4. Universities are asked to consider enhanced diffusion of research – and the development of gateways – relevant to SMEs. Business Schools are often viewed as an “effective broker”. Increasingly, there is a call for strategic partnerships to improve collaboration and high-quality relationships with organisations. Added to this challenge, University research is increasingly measured on the ability to demonstrate impact. As part of the Research Excellence Framework, impact is defined as – “an effect on, change or benefit to the economy, society, culture, public policy or services, health, the environment or quality of life, beyond academia. In summary we need Dynamic and

Collaborative Business education – where Business and Community Engagement supports Research and Impact, which supports Learning and Teaching – with ongoing review and enhancement. The pursuit of FDI within the region has been highly successful within sectors such as the Business and Professional Services Sector and Belfast City, in particular has transformed, with the arrival of large global employers.. who have recognised the unique Tax, Talent and Value proposition. At the same time, local Government have recognised the importance of Higher education in helping attract FDI and ensure the “Talent” and we have had various policies, from Graduating to Success... to NI Apprenticeship and more recently, the Programme for Government – focusing on the need to be responsive to the needs of the economy. Within the Business School, we have watched this growth and policy focus on skills very closely. Job announcements are common place these days and we read of: - PwCs Belfast Office is the company’s fastest growing in the UK; - Deloitte announce an additional 300 jobs, growing to more than 1000 in 4 years and a royal visit is announced to meet apprentices and new recruits; - BDO announce expansion in Belfast and their first apprenticeship hire.. Whilst the challenge is in ensuring the supply of skills to continue to attract new FDI and sustain expansion in the sector (a “joined up approach”). On review of our existing portfolio of programmes, undergraduate degree programmes have been revitalised and expanded – to help better matching of skills in demand (and to help attract increased students into areas, such as Accounting). New pathways in Forensic Accounting, Management Consulting & Financial Economics have been introduced. “Live modules”, delivered in collaboration with a range of employers, from Forensics to Career Entrepreneurship and several more have been developed – and have ensured high levels of commercial awareness for students, but also have provided opportunities for experiential learning within core curriculum. The high level employer support for the provision continued and at this stage, employer sponsored studentships are a feature of all programmes – from degree to Masters

level, in a drive to ensure the provision of relevant education, professional accreditation and student support. In recent years, we have worked with the DEL and INI on the development of Academies – to convert graduates from any discipline into sectors such as Financial Services, for example, within a 8-12 week period, with 89% securing graduate employment on completion. We have also reviewed the degree model and have worked in partnership with Deloitte on the development of a degree apprenticeship, where school leavers can elect for employment – BUT also complete a PT degree, whilst undertaking professional training, whilst in the work place (or client work place) – in the pursuit of being “industry-ready consultants”. The programme has doubled in the first year and has expanded from Business Technology into other areas, such as Accounting and Management. Whilst, the signs for student academic learning and professional development are very positive. This move to more strategic and collaborative partnerships has ensured high level connectivity, experiential learning and is also helping to support the applied research agenda. Another exciting development within this space has been the development of a Financial Innovation Lab – supported by the CME Foundation and Invest NI. This specialist facility is increasingly helping to support economic development of the region and is now utilised within FDI visits, as a means of show casing talent development; and within UKTI publications on NI as a centre of excellence for Financial services. It is evident that the breadth and depth of the work being done within the BE area to engage with Business is adding value to regional economies. BE can play a critical role in facilitating the diffusion of applied research and also – ensuring a contemporary curriculum to limit the skills gap.. for both large and small businesses. Maybe most importantly… BE plays a critical role in connecting business – across the economy map and in sharing best practice and new educational models between different industry sectors. With increased awareness and recognition of existing University – Business Collaboration activity within and beyond the region, we can play a critical role in driving positive economic change (promoting the “all joined up” approach in the region).

Eye on Planning

Local Development Plans – Time to Get Involved When Councils took over planning powers from the Department of Environment (DoE) on 1st April 2015, one of the new responsibilities that they inherited was the production of Local Development Plans (LDPs) for their District.

een to undo years of plan production by the unaccountable DoE, many of the Councils across Northern Ireland have progressed apace with plan production and are seeking views from the public as to how they want their areas to be developed. Plan making under the Councils promises to be a more democratic process than the DoE way and should be one in which the public can influence local plans in a way that they have not been able to do previously. The key message is therefore to get involved now in your local plan. Anyone with an interest in land, such as farmers, developers, investors or others, should learn how the local plan process may affect their interests and seek to either protect or promote their land. What are LDPs The LDP is a statement of the respective Council’s policies at strategic and local level for the development of land within their District for the next 15 years. The Plan will take on board policy set out by the Executive and in Regional Planning policies and guidance to express this at a District Council level within social, economic and environmental objectives for the District. The LDP comprises two elements, the Plan Strategy and the Local Policies Plan. The Plan Strategy sets out the broad strategic direction which the

Council wishes the District to take in terms of development and growth. The Strategy does not deal with site specific matters, rather it provides the framework for the more detailed Local Policies Plan, which will translate the strategic level policies in the Plan Strategy into a “zoning plan” with policies and proposals for the specific future use of land. When published in its final form, the LDP will be the main decision

making tool used by Councils in the assessment of planning applications for their District. New legislation published last year gave the plans “primacy”, which means that they will be the first port of call in making land use planning decisions. If it is not in the plan, then it has less chance of being approved, which brings into sharp focus the need to ensure that your development interests are represented in the plan.

Process and Timeframes For most Councils the process in preparing their LDP will take around 4-5 years. Following a period of information gathering the Council’s first main task will be the publication of the Preferred Options Paper (POP), which will set out key planning issues along with a suggested preferred option for the strategic development of the District. This is normally subject to a 12 week public consultation

Eye on Planning

period and it would be important to be respond to the consultation. The Council will use the feedback from the POP to help inform the production of its Plan Strategy which will take around 6 months to produce in draft form. The Draft Plan Strategy will then be subject of public consultation and the representations that the Council receive will be tested at an Examination in Public or EiP (a form of Public Inquiry) before being approved by the Department for Infrastructure and formally adopted. This part of the process from Draft Plan Strategy to Adopted Strategy is likely to take around a year to complete. The Plan Strategy will in turn inform the Local Policies Plan which again undergoes a process of public consultation and an EiP which could take a further year and a half to complete. What do you need to do? The plan process includes key milestones at which there is an opportunity to make a representation. The first opportunity to make your opinion known to the Council is at the publication of the POP to which the Council will seek a response from the public. If you have lands within a settlement that you wish to change or protect the existing zoning or if you have lands outside limits that you wish to be considered as development land, seek professional support to help make a case for your lands and a response to the POP. Representations received at the POP stage will be used by Councils in the formulation of the Draft Plan Strategy which will be the next key milestone in the process.

Once the POP process has been completed the respective Councils will set about preparing their Draft Plan Strategies. This is the stage to make a more detailed and robust case for growth in settlements that you are interested in. In particular, this is the time to make arguments for housing growth and allocation. Representations can be made to the Council on such growth prior to the production of the Draft Plan Strategy and then again once the draft is published, which is when the Council will be in receipt of what are more likely to be objections to their draft polices.

COUNCIL AREA

You should be building the case for the inclusion of your lands from the POP and certainly the Plan Strategy Stage. Winning an argument with regards to allocation of housing to the settlement that you are interested in will dramatically increase the chances of your lands being considered for development. Involvement in the process now in terms of the POP and the Plan Strategy is the key immediate action to take. However, that is not the end of the process because you will then need to start building a more detailed site specific case for your

particular site for consideration by the Council when producing their Local Policies Plan. Like the Plan Strategy stage, the Council will receive representations on specific sites right up to the production of the draft Local Policies Plan but be prepared to make an objection to the draft document when it is published if they have not taken your request for inclusion of your lands on board. Again, as with the Plan Strategy, the EiP, which is conducted by the Planning Appeals Commission, will be the forum to air objections. Strategic Planning has considerable experience in representing clients at Local Plans and we would be delighted to speak to you about your land interests and advise how these might be taken forward through the LDP process.

Richard Bowman is Director of Planning at Holywood based consultancy Strategic Planning. rbowman@strategicplanning. uk.com Tel. 028 9042 5222

PUBLICATION OF PREFERRED OPTIONS PAPER

Antrim and Newtownabbey Borough Council

Aiming to publish POP in January 2017

Ards and North Down Borough Council

Aiming to publish POP at the end of 2017

Armagh, Banbridge and Craigavon Borough Council

Aiming to publish POP in the Summer of 2017

Belfast City Council

Aiming to publish POP in January 2017

Causeway Coast and Glens Borough Council

Aiming to publish POP in the Autumn of 2017

Derry and Strabane District Council

Aiming to publish POP in March 2017

Fermanagh and Omagh District Council

POP was launched on the 3rd of October 2016 and is now open for consultation until 28th November 2016

Lisburn and Castlereagh City Council

Aiming to publish POP in January 2017

Mid and East Antrim Borough Council

Aiming to publish POP in early 2017

Mid Ulster District Council

Launching POP on the 7th November 2016 and the consultation period will be open until 27th January 2017

Newry Mourne and Down District Council

Estimated that POP will be published at the end of 2017 or beginning of 2018

Eye on Events

Phoenix Natural Gas –

Celebrating 20 Years Of Excellence Karen Patterson took care of hosting the evening.

Since it first brought gas to Northern Ireland in 1996, Phoenix have invested over £500 million laying over 3,000km of pipework in the province, which makes gas available to over 300,000 homes and businesses in the Greater Belfast area.

ITV2’s Ben Hanlin mesmerised the audience.

he construction of the gas network has led to the creation and evolution of a natural gas industry which has harnessed the skills of the local workforce and wider plumbing and heating industry, creating employment for around 3,000 people. Twenty years on Phoenix continues to invest in growing the network and this year have committed to investing a further

£60 million to extend the natural gas pipeline as far as Newcastle. The 30,000 homes and businesses will not have to wait too long as Phoenix hope to bring natural gas to the 13 towns and villages within the next 3 years. The annual Charity Ball was even bigger this year in celebration of this milestone, and the La Mon Hotel and Country Club was full to capacity as around 350 of the top companies

from the natural gas industry came together to reflect on the achievements of the last 20 years. The 5 star entertainment helped encourage guests to give very generously to the natural gas industry’s Energy for Children Charitable Trust. The event raised over £3000 and every penny raised goes to help local disadvantaged children that may slip through the net of the wider charity network.

BBC Radio Ulster Primary School Choir of the Year 2016 opened the evening.

Eye on Events

The audience get involved in the West End Starâ&#x20AC;&#x2122;s performance.

Phoenix Natural Gas CEO, Michael McKinstry and his wife Heather.

Representatives from Baxi.

Director of Operations at Phoenix Ivan Bell and his wife Stacey.

Representatives from Worcester Bosch.

Representatives from Karen McAvoy Publishing.

Eye on Interiors

What is your workplace experience?

In the past, everyone had an idea of what the workplace looked like, either through family connections or through education, we grew up with a certain amount of reality embedded into us. Today, this is not as true as it once was.

or example, the millennial experience of a workplace is no longer as straight forward as it once was for previous generations. The technology boom in the last two decades has created a mobile world, where information is at the swipe of a finger. This has embedded an aspirational workplace experience into a generation. The values and world experience of a work-naïve generation present challenges, but we need to understand them and convert these challenges into opportunity for growth. These challenges manifest themselves in different ways, depending on the market area, but the most common are; 1. Timing is key – The new workplace generation have experienced their world at a pace unlike any other before them (just look at the push for faster internet speeds). This generation works at a much faster pace than we expect, picking up new tasks quicker, and wanting to deliver results faster. If our workplaces

present obstacles rather than opportunities, we can often frustrate individuals with slow processes. 2. Building a Network – This generation has grown up with a large value placed on creating a network around them. The rise in social media has shown that millennials desire time to socialise and build relational network across every element of the lives. If we limit or even dismiss their need to communicate and network with employees, we can limit their positive workplace experience. 3. Development and growth – The average tenure of a millennial is around two years, versus five years for Gen X employees and seven years for Baby Boomers. For the most part, millennials have a strong entrepreneurial work ethic, and are constantly on the lookout for opportunities to grow and develop. In order to keep up with this fast moving generation, don’t slow them down. If a Millennial employee feels like their bosses are invested in

their personal growth they will be more likely to develop a stronger relationship not just with the company but with the people in it.

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Eye on Commercial Property

COMMERCIAL PROPERTY DEALS WORTH £45M TRANSACTED DURING THREE MONTHS FOLLOWING BREXIT VOTE: LISNEY Leading agents’ research reveals transactional activity is returning in Northern Ireland, while deals worth £36m are currently on the market

ommercial property investment transactions worth £45m took place in Northern Ireland during the three months following the Brexit vote, new research by leading commercial property agents Lisney has revealed. Publishing the findings from its report into the third quarter of 2016, Lisney revealed that there is a further £36m worth of deals currently on the market that include the Mansfordowned Strabane Shopping Park and the Laharna Retail Park in Larne. The report also found that office take-up from July-September increased slightly to 78,000 sq ft from 75,000 in the previous quarter, bringing the total for the year to 313,000 sq ft, while the retail sector continued to improve, despite the Brexit vote, amid falling vacancy rates and rents increasing to £125 per sq ft in Belfast city centre. While noting that investment levels for the period were considerably lower than estimates made at the beginning of the year, Lisney said the return of transactional activity following the lull immediately before and after the EU referendum vote proves that the appetite for higher quality assets, priced to reflect ongoing risks, remains strong and proved Brexit did not herald a repeat of the crisis in 2007/2008 that some feared. Headline findings from the report reveal that: - Investment volumes during the third quarter of 2016 reached £45m, with a further £36 currently on the market. - The most notable transaction during the third quarter was the

MJM Group’s £30.72m purchase of Damolly Retail Park in Newry. - The take-up of office space amounted to 78,000 sq ft during the third quarter, with headline rents based on upcoming transactions likely to complete in Q4 between £20 and £22psf - Falling retail vacancy rates in Belfast city centre have placed upwards pressure on rents, with Zone A now trending at £125 per sq ft. - Demand for industrial space is predominantly from owner occupiers in established industrial locations. Declan Flynn, Managing Director of Lisney Northern Ireland, which specialises in office, retail, leisure and industrial property acquisition, disposal and investment, commented: “Following on from the pre and post Brexit lull in investment activity, the wheels of the Northern Ireland market have slowly begun to turn and the appetite for higher quality assets, priced to reflect ongoing risks, remains strong despite continued uncertainty. “Investment transaction volumes for the third quarter of 2016 were considerably lower than our estimates

at the beginning of the year, with only £45m transacted compared to £133.5m during the first six months of the year. “That said, the Brexit vote has created some buying opportunities, particularly from international purchasers given the current weakness of the pound. “As we move towards the year end we expect investors to continue to proceed with caution. Our outlook for the final few months of the year is that transactions will be limited, with few investors prepared to complete deals, though we would expect to see these investors taking a fresh look at our market should we, as expected, see a number of good quality assets coming to the market in Q1 2017.” Examining the performance of the local office, retail and industrial property markets in the third quarter of 2016, Mr Flynn added: “While take-up has increased since the previous quarter, the tone of the local office market has seen little change in recent months, with the wellpublicised demand for Grade A office space continuing to outstrip supply. “There are a number of transactions in Belfast city centre which are still to complete, with headline rents of £20

and £22 per sq ft; up considerably from c. £16 at the same time last year. “On the supply side there are various speculative developments making their way through the planning system which may alleviate the supply gap in the medium term but it is difficult to see how demand will be met in the short term - this will place even more importance on refurbishment projects. “The retail landscape continues to improve despite the Brexit vote, with falling vacancy rates in Belfast city centre placing further upwards pressure on rents, with Zone A now trending at £125 per sq ft for prime city centre pitches. “The retail story has been buoyed further by a devalued pound encouraging shoppers from the Republic to venture north. Border towns in particular have seen an upturn in footfall and spend in recent months and this is set to continue for the short term at least. “Although uptake of industrial space has been less prevalent than in the first half of the year, demand remains strong from Owner Occupiers in for good quality units in established industrial locations.”

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Eye on Commercial Property

Maxol To Develop New State Of The Art Site On A26 Maxol, the family owned leading forecourt and convenience retailer today (25.10.16) announced its largest development in Northern Ireland at Tannaghmore, County Antrim.

he 2.5 acre site on the main A26 between Antrim and Ballymena will be a state of the art motorway style service station offering first class forecourt convenience and facilities for trucks and coaches. Well-known franchises will provide freshly prepared food for eating on the premises or to take-away. Maxol has appointed Lowry Building & Civil Engineering as its main contractors to develop the facility and work began on the Ballymena bound service station in September. The service station is scheduled for completion in the Spring of 2017 and will create 60 new jobs. Maxol is seeking an experienced retailer to be the licensee at the new premises and you can find out more at Maxol.ie/opportunity.

Brian Donaldson, Chief Executive, Maxol said: “Today’s announcement comes on the back of a rolling programme of around £95 million worth of investment we have made in introducing our new modern forecourt identity across Ireland and in acquiring 17 new properties and developing a further 15 service stations since 2012.

“Our first award winning large scale motorway style services area, which opened this year at Mulhuddart on the M3, South West of Dublin, is popular for its extensive forecourt services, retail and fresh food dining and we are looking forward to bringing this successful model here to Northern Ireland.”

Royal Opening of New Catalyst Inc Building Catalyst Inc, formerly known as the Northern Ireland Science Park, marked the completion of its ‘Concourse’ development at their Belfast campus, when HRH The Duke of York officially opened Concourse III recently.

his Concourse development represents a total investment of over £20M, and the opening of Concourse III will add a further 55,000 sq.ft. of net lettable space over five storeys to the Belfast campus. The £6.5M development marks a major investment by Catalyst Inc, which currently has 160 tenants employing 2,600 knowledge workers across the Belfast and Derry/Londonderry campuses, and will accommodate a further 500 knowledge based jobs. The building is already 90% allocated with companies such as existing fast growing tenants Nanthealth, GTT, Display Note, Philips and Novosco along with new tenants including ProAxsis and O4 Research. Speaking at the ceremony, which was held in the new offices of Display

Note, HRH The Duke of York, KG, who is the Patron of Catalyst Inc said “It is great to be back to see old friends and also new friends from the Pitch@ Palace, which held its first regional event in Northern Ireland last month. Catalyst Inc is a game changer and is one of the best examples of an ecosystem and cluster to support and encourage entrepreneurship in the UK.” With suites ranging from 2,500 to 11,000 sq.ft., the building is constructed to a high specification including a web enabled building management system and incorporating a number of energy efficiency measures. The flexibility of the design has enabled wet lab facilities to be accommodated alongside technology workspace. Dick Milliken, Chairman of Catalyst Inc escorted The Duke and introduced

The Duke of York, the Patron of Catalyst Inc, was in Belfast to open Concourse III, the latest development at Catalyst Inc. Pictured with Mr Dick Milliken, Chairman of Catalyst Inc

him to the tenants including existing tenants GTT and Novosco who have doubled their footprint and are recruiting another 21 people. He also met new tenant ProAxsis who have incorporated a wet lab facility into their offices. Mr Milliken said ‘If we are to achieve our vision of the transformation of Northern Ireland into one of the most entrepreneurial knowledge economies across Europe by 2030, it is vital that we have world class accommodation for our innovative knowledge businesses. It is rewarding to welcome new companies to Catalyst Inc and it is particularly encouraging to see the continuing

growth of our existing tenants and our ability to support this growth.” During his visit to Catalyst Inc, HRH also met with entrepreneurs who had taken part in the Pitch@Palace, established by the Duke of York, regional event which took place at Hillsborough Castle in September. Two companies – JumPack and Senergy – have won a place at the Pitch@Palace final which will be held at St James Palace on 2nd November. HRH The Duke of York commented ‘I am proud to be the Patron of Catalyst Inc and I wish Catalyst Inc, the tenant companies and entrepreneurs continued success.’

Eye on Commercial Property

PLANNING PASSED FOR HISTORIC CITY CENTRE BUILDING Planning permission has been granted for the redevelopment of the historic Armagh House linen warehouse in Belfast City Centre. Known as The Weaving Works, the five storey Grade A building located on Ormeau Avenue will offer a heritage twist and will feature office space along with a café/ restaurant space at Ground Floor and new Penthouse Floor.

nterest in the 28,800sq ft property has been significant to date with leasing agents GVA NI already in preliminary discussions with a number of occupiers who are interested in taking space within the building. The Grade A office space, which is being redeveloped from the former linen warehouse, will offer the perfect set up for creative and tech firms seeking a city centre location as well as for traditional office occupiers looking for something with a character feel.

Jago Bret of leasing agents GVA NI said, “This is an exciting project and one which we are delighted to be involved with. The Weaving Works is coming to the market at the ideal time given the lack of Grade A office space in the city centre currently and we anticipate good demand from occupiers for the office and café/restaurant space. We have received encouraging feedback to date for the development which will combine the industrial heritage of the past with a modern ‘twist’

giving occupiers a unique occupancy experience which will enable their company to stand out from the crowd”. The property developer for the project, Karl Asset Management, is also the force behind Ireland’s tallest building, the Obel. Simon Moon, Commercial Manager, at the KARL Group said, “We are delighted to be developing this fantastic building. The development will retain its attractive brick elevations which will be supplemented by a new ‘Penthouse’ floor incorporating a

roof terrace. The building will consist of a new dedicated ground floor reception servicing the upper floor offices fronting Alfred Street. With lift access to the upper floors the office space will enjoy impressive panoramic views across the City Centre and the building will be finished to an excellent Grade A specification throughout. Working drawings are currently being prepared by Robinson McIlwaine Architects and we plan to go on site in the New Year”

£100million of transactions in the remaining months with assets such as Curry’s Sprucefield guiding £14million, Laharna Retail Park in Larne guiding £5.78million and two office buildings at Clarendon Dock guiding £4.5million.” Office lettings have been steady, with 310,000 sq ft recorded in Belfast in the first three quarters of 2016. A recent letting of note was the 15,400 sq ft to Pearson Management Services at Millenium House on Great Victoria Street. Prime rents have now climbed to £18 per sq ft. Mr Lavery continued: “Activity in the occupational markets has been strong regardless

of the UK economic backdrop – with office, industrial and retail occupier transactions continuing to be recorded and signs of rental growth evident in recent months. With Grade A space still scarce, refurbishment programmes will become more prominent as most space requirements in the market remain active despite the Brexit uncertainty. “The focus for the last two months of 2016 will be to get outstanding transactions completed by yearend. There is no doubt that Brexit will continue to be a major topic for discussion in NI throughout 2017 along with the UK’s proposed plan to reduce corporation tax to 10%.”

NI COMMERCIAL PROPERTY ACTIVITY TO INCREASE AS WE ENTER THE FINAL STRAIGHT Activity in the Northern Ireland property market is expected to increase over the coming weeks, with up to £100million of investment transactions to sign between now and year-end, according to the latest Bi-Monthly Research Report from CBRE.

he Brexit referendum result dampened appetite for investment opportunities and changed the buyer profile from mostly UK institutions to more local high net worth individuals and UK property companies. In total, £164.4million was invested in 23 transactions during the first nine months of 2016 – which compares with a total of over £400million invested in 43 transactions last year. In addition to a dampened appetite, this is due to smaller lot sizes being

on the market compared to 2015. However, the latter half of 2016 has still seen high-value investment deals, with Damolly Retail Park sold for £30.75million and Tower Centre, Ballymena for a value between £6million to £7million. Brian Lavery, managing director, CBRE commented: “Despite uncertainty in light of the June referendum, the commercial property market remains remarkably resilient. We expect to see up to

Eye on IT

Xperience IT Solutions Migrate 300 Businesses to the Cloud! Lisburn based company Xperience IT Solutions, an Xperience Group business have surpassed growth targets, announcing they have now successfully helped over 300 businesses migrate to the Cloud. The news comes on the back of recently winning £500,000 in new contracts, securing deals with three large organisations.

he hat-trick of deals includes a large Northern Ireland based recruitment company, a European logistics firm and a campaigning body with over 250 employees. The trio of new contracts are made up of three year cloud hosting contracts and annual support agreements. Patrick Leggett, Director at Xperience commented “We are delighted to announce that we have now helped over 300 businesses migrate their business to the Cloud. This achievement is a direct result of acquiring three new Cloud contracts. Combined, these new deals are a massive boost for Xperience and a real testament to our expertise within the Cloud space, positioning us at the forefront of the IT industry in Northern Ireland.” Ensuring continuous business growth can be challenging for many businesses in today’s economic climate. It’s essential for organisations to work smarter, be more collaborative and maximise their resources. By choosing cloud-based technology, SME’s can maximise productivity and futureproof their business. Deciding to form a strategic partnership with a trusted IT provider is certainly one way to prepare them for the challenges that lie ahead.

A recent report by Gartner highlighted that the market for Cloud Services is accelerating, with high rates of growth across all markets expected to continue into 2017. Xperience have given focus to this in providing high quality hosting solutions to customers. Reaching this milestone is a testament to the growth and level of service that has been achieved. About Xperience Group Founded in 1969, Xperience Group has offices in Lisburn, Peterborough and Glasgow; specialising in Cloud provision and business software. Xperience work in close partnership with Microsoft and are currently Gold Midmarket Solutions Provider Partners. Xperience IT Solutions were recently awarded Microsoft Ireland Hosting Partner of the Year 2016 at the Microsoft World Partner Conference which took place in Toronto, CA.

“ We are delighted to announce that we have now helped over 300 businesses migrate their business to the Cloud. This achievement is a direct result of acquiring three new Cloud contracts. Combined, these new contracts are a massive boost for Xperience and a real testament to our expertise within the Cloud space, positioning us at the forefront of the IT industry in Northern Ireland.”

UTV Live

Weekdays 6pm

Eye on Technology

Ken Roulston & CMI Blazing A Technology Trail Ken Roulston (second left) with Bob Brittaine, Ken Roulston, Graham Stead and Graham Bromham at the announcement of CMI’s acquisition of Solsis.

“B

ack in 2009 we set ourselves a clear vision,” he says. “That was to build a £5 million business with 50 staff and 500 or so customers.....all the fives! And we also wanted to do it within five years.” Roulston and his team didn’t quite manage that, but they’ve

still managed to achieve the vision within a seven-year timespan, and that’s no mean achievement when you consider that one of the worst recessions in living memory got in the way. The latest move by the company is its second major acqusition in the GB marketplace. It has bought Solsis, an IT support company

based in Bracknell, Berkshire. CMI was established back in 2009 to provide a wide range of IT services to the Northern Ireland SME sector, and having built up its customer base here, it has progressed on to a ‘buy and build’ strategy to an expanded marketplace in GB. “A couple of years ago we took a long hard look at the Northern Ireland marketplace and decided that it was a bit too fragmented and had too many competing companies to make further investment sensible for us. “So we decided to look at expansion in GB, but using

Northern Ireland as a low cost, high skills base for our operations.” CMI made its first acquisition 18 months ago, purchasing Marlow-based IT firm Amicitia and integrating it into the CMI Group...bringing some operations back to the group’s Belfast HQ but leaving the front end in the Thames Valley. The second GB deal added Solsis, also in the M4 Corridor area and serving customers in the Home Counties and Greater London. “The two strategic acquisitions mean that we have the business up to the size and scale we envisioned back in 2009,”

Eye on Technology

says Ken Roulston. “The GB market opens up significantly larger markets for us. “When we sat down to look at Northern Ireland in detail, we could identify a couple of thousand potential targets at most. Within 50 miles of our South of England offices, we can reach a potential market of 20,000 customers. So we’re talking about ten times as many potential customers....and the competition isn’t ten times stronger. “Combine that with a blended cost base in Northern Ireland and England, and we have a business model that works very well for

us and we’re looking at further opportunities for growth.” IT, Ken Roulston reckons, has become like a utility for most business users these days.....as essential as electricity supply. “A large part of what we do these days is to manage risk for our partner companies. Business continuity is vital to almost everyone these days and data security is a major issue. So we’re a trusted partner to our customers.... that’s the way it has to be. “Gone are the days when IT companies worked a 9-5 day. We have to be available to our

customers all the time, and we have to be able to move quickly and effectively if they need our help. That’s what this business is all about.” The company had to spring into action recently when a customer in London had its offices destroyed by an early Monday morning fire which had broken out in a neighbouring office and then spread. “We had parts of their operation up and running later that same day,” says Roulston. Of CMI’s 50 or so employees, 30 are based here in Northern Ireland and the remaining 20 in both Marlow and Bracknell.

“We continue to specialise in the SME sector although that can mean organisations up to 250 or employees and with anywhere from 10 to 200 users. We also specialise entirely on the private and voluntary sectors.....we leave the public sector to the big technology organisations specialising in government and similar contracts. “We see our mission as being there for our customers, and to help guide them as the world of technology changes all around them. “The pace of change in technology hasn’t just been maintained. It’s moving faster now than it has ever done.”

Eye on Awards

Donâ&#x20AC;&#x2122;t miss the 10th Anniversary of Northern Irelandâ&#x20AC;&#x2122;s premiere business event

Thursday 24th November 2016

The Waterfront Hall, Belfast

This yearâ&#x20AC;&#x2122;s anniversary event will be screened in an hour long programme on UTV.

Book a table to entertain clients, network with other business people, celebrate local business.

To book a table please call us on (028) 90474490 or email ciara@businesseye.co.uk or visit utvawards.businesseye.co.uk

Eye on Family Business

FAMILY BUSINESS THE FOCUS FOR BELFAST EVENT M

ichael Walsh, CEO of Woodford Capital Ltd, the investment vehicle and office base for one of Ireland’s most successful family businesses, the Roche family, was guest speaker at the latest Northern

Ireland Family Business Forum event. ‘We The Family’ looked at how other family businesses have developed family constitutions and how this has helped create a path for future success. The Forum is exclusively aimed at

Franklin McIlroy, RTU, Jane Allen, Janes Kitchen, Katherine Allen and Vincent.

David Johnston, Cyril Jonhnston Ltd and Ian Smyth UUJ.

Lisa Keys, IOD, Lorraine Bell, GPS Colour Graphics Ltd, David Bell, GPS Colour Graphics Ltd and Angela Craigan, Harbinson Mulholland.

family businesses who want to learn more about family governance and creating a structure for future success. Pictured with Michael Walsh are (Left) Michael McQuillan, Ulster University Business School

and (Right) Darren McDowell, Harbinson Mulholland. To enquire about membership and register your interest in future events please go to www.nifamilybusinessforum.com

Colm McMullan, Harbinson Mulholland, Paddy McKeague, Gerard McKeague and Dwyer Magee, Creagh Concrete.

Julie McKeown, Henry Brothers, Magherafelt, Charles Fulton, Fulton AMC, Melanie Fulton and Jeremy Harbinson, Harbinson Mulholland.

Eye on Agri Food

Champions Of Northern Ireland’s AgriFood Industry For 20 Years Sean Largey, Tesco Northern Ireland’s commercial manager, comments on two decades of retail and creating a legacy of supporting local food and drink.

or those of us who remember, 1996 was an important time in Northern Ireland’s history, a country on the cusp of positive political change and the arrival of a major national supermarket, which would impact positively on the local agri-food industry. The first Tesco Metro opened on Royal Avenue on the 29thOctober 1996 after months of preparation. What followed was an aggressive acquisition drive, culminating in the Tesco purchase of Northern Ireland’s well-known and loved Stewart’s and Crazy Prices stores in May the following year. A family favourite across the Province, the original Tesco GB acquisition team had a challenge on their hands – the seamless transition and rebranding of stores beloved by customers – and so colleagues from commercial, marketing, operations and finance set about getting to the very heart of the matter; what Northern Irish shoppers wanted from Tesco. Through extensive phone research and in-store comment cards, it became clear that they wanted lower prices, a retention of the staff they loved and most importantly, local food on the shelves. Tesco made sure that local brands had prominence on the shelves with the likes of Dale Farm, White’s Oats and Wilson’s Country being among the first suppliers to come on board – and Tesco is thrilled they among many others are all still on sale in the stores today, and the company has grown the value of local products purchased from £50m then to over £580m now.

A regional buying team was set up on the ground in Belfast so they could focus solely on local Northern Irish products, forge relationships with suppliers – relationships that have lasted for twenty years in some cases. This regional buying team was a first for Tesco and paved the way for the evolution of similar teams across the UK regions to enhance its local food and drink ranges in each locality. It became clear that the agri-food industry was the jewel in Northern Ireland’s crown and the quality of produce was unrivalled. Since 1996, Tesco is proud that its shelves have reflected this quality – and increasingly so across its GB stores too. The buying team has every year, for twenty years, worked with local producers and suppliers to bring more

products to consumers than the previous year, and this includes helping them open doors across the rest of the UK. Many of Tesco Northern Ireland’s local producers have had success across the water and have become as much household names there as they are here. With a purchasing budget of more than 10 times the original pot of £50m, Tesco Northern Ireland’s support for local food and drink is growing – and showing no signs of stopping. It is aiming to bring more than 200 new local lines to stores in 2017 and continuing to propel NI food and drink’s reputation here and across the water. Tesco Northern Ireland is proud to have been the number one retail champion of local food and drink for twenty years. Here’s to the next twenty.

Tesco - our time here...

Stores

9,500 colleagues

100% locally sourced

1,200 lines

NI products purchased every year

Local buying team

Local suppliers

Eye on Agri Food

Smart products, hearty profits

Lorraine Hall, Sales and Marketing Director at Kestrel Foods, talks record growth, product innovation and a ‘nation’s favourite’ accolade for Forest Feast.

wo decades on from launching, Kestrel Foods has just recorded sales of £14.2m - its best year to date. This is largely attributed to a longstanding commitment to innovation, investment in facilities and team, and products that are unrivalled for taste and quality. With £2m investment planned to help further grow the global footprint, it is well placed on the journey to achieve sales of £20m by 2020. Now exporting to 36 countries across the world, Kestrel has established itself as a trailblazer in the premium snack industry, with both the Forest Feast range and recently launched Acti-Snack brand achieving recognition for world class innovation. Forest Feast’s Dried Fair Trade Mango – one of the original products introduced to the

range back in 1998 has, this year, been named the UK’s favourite dried mango snack product. Not only is it the mango of choice but the AC Nielsen figures also verified that it is the second most successful Dried Fruit snack for adults. An accolade such as this one is hard not to celebrate but never ones to rest on its laurels, the team has been working hard in the background to keep growing the multiaward winning portfolio and as a result, 2016 has been an unprecedented year for product development and innovation. Two healthier snack ranges to the successful Forest Feast portfolio were introduced earlier this month, in response to increasing consumer demand for healthier snacks - ‘Baked Not Fried’, and ‘No Added Sugar’. The Forest Feast ‘No Added Sugar’ line is a contemporary

range of 10 traditional and exotic snacking dried fruits. Carrying a ‘Smart & Hearty’ logo, the packs immediately convey a message of eating smart and being healthy. The new ‘Baked Not Fried’ range comes on the back of Kestrel’s £750k investment in a large-scale roaster at the Portadown headquarters. Initially launching two new flavours, ‘Slow Baked Roasted & Salted Mixed Nuts’ and ‘Slow Baked Sweet & Salty Fruit & Nuts’, the range is small batch baked and seasoned to perfection. The brand’s established Savoury Doypack range has also been redesigned to include the new ‘Baked Not Fried’ logo to increase consumer awareness. Both ranges are tapping into the fact that consumers are now more ‘snack-aware’. Gone are the days were the word snack was equated with sugary, fatty foods. Kestrel has prided itself on listening to the market since day one – it was ahead of the curve when it came to

dried nuts and fruit snacks back in 1996, and it still is. Innovation and investment in R&D are big priorities at Kestrel – a challenge to remain fresh and current, and develop other products in the range to keep up with consumer demand. Kestrel is an agri-food business at the forefront of a global market. Known for world class innovation, it is a trailblazer for the industry. The focus for the future is to continue to develop innovative great tasting snack products, anticipate consumer trends and growth opportunities. A leap of faith was taken twenty years ago before the market even knew where it could go. Two decades on, it’s less of a leap than a considered and measured journey based on solid knowledge of audiences, consumer behaviours and trends, and an appetite for innovation and product development. But it’s still as much of a buzz as it was then.

WE DON’T SUGARCOAT IT…

Naturally sweet and ready to eat snack sized dried fruit Kestrel Foods Ltd., T: +44(0)28 3835 0934 Email: enquiries@forestfeast.com, www.forestfeast.com

Eye on Agri Food

Meet the Northern Irish HSBC Agriculture Team

t was 2002 when HSBC entered the Northern Irish market and 2006 when it appointed its first specialist agriculture manager. In the beginning, HSBC was lending to less than one percent of the Northern Irish agriculture market. Ten years on, it has expanded its team from one to three specialist managers and its market share has more than doubled the rate of its people growth. Across the UK, there are approximately 80 specialist agriculture managers working for HSBC. The HSBC Agriculture Team in Northern Ireland consists of Nigel Young and Andrew Goodwin working in Omagh, County Tyrone and Roberta Armstrong who is based in Coleraine, County Londonderry. The NI team provides services to farmingrelated businesses, agri-food companies and on-farm renewable projects daily. Nigel Young, an agriculture relationship director for HSBC in Northern Ireland, states, “It’s important for us to provide funding to the most efficient companies, as these are the businesses which suffer the least during low points. In a world where product prices are regularly moving up and down, HSBC makes sure to look at the bigger picture and show customers that we are here for them no matter where in the cycle we are. For example key growth sectors include poultry, pigs and on-farm renewables. These growth sectors tend to be looked more favourably upon by banks, however, with the markets characterised by volatility, the agriculture sector usually feels this cyclic effect the hardest. By taking a long-term view of the market,

we can ensure that we are providing customers with funding that is affordable at both high and low points. We do this by looking at five-year averages of the market instead of focussing on the market price at the particular low or high point in the cycle. “Looking at the market average is important because the extreme highs and lows actually create more opportunities for efficient low-cost operators. This is due to less efficient competition being pushed out, therefore creating opportunities for expansion for lower cost operators. As a bank, we need to take this into consideration because ultimately we will expand alongside our customers, while we help them to achieve their growth ambitions.” The agricultural market in the last 50-80 years has generally seen farms becoming more specialised. However, Nigel notes the changing agricultural landscape, “In my grandfather’s day, there were not specialist farms. Farmers would commonly have a dairy herd, where all calves were reared to beef, some cereals were grown and they may also have some pigs and poultry. In my father’s generation, as the sector became more competitive, more and more farms became specialist farm businesses focussing on only one sector. In the past 5 to 10 years with increasingly volatile commodity prices, more farms are diversifying their income across different sectors. For example, beef, sheep and dairy farms are expanding into poultry production as contracted egg layers or poultry for meat and the inclusion of renewable technologies across all sectors to add

additional income streams and reduced costs to supplement the low points of business cycles.” Diversification can be seen in a number of farms which Andrew Goodwin, agriculture relationship director for HSBC notes, “Some farmers are recognising the need to diversify their farms and move forward at the same rate as technology. At HSBC, we make sure that we build our knowledge based on the movements of the entire sector and don’t just focus on the here and now but look to the future. On-farm renewables have played a major role in this in past 5 years as farmers aim to become energy efficient and it’s important that banks take note of that.” “Our customers need people who can fully understand the integrated operations. We not only understand the development of these operations but also how the income flow will work going forward. This helps us to make decisions which encompass how the business is likely to grow, rather than only looking at its current state of affairs. So while we take a long-term view of the market, we are also looking directly at the figures from the individual and taking their skills, expertise and efficiency into consideration.” Roberta Armstrong, a relationship manager based in Coleraine and who comes from a farming background, looks at the opportunities ahead for specific sectors who have been most affected by dips in the market, “Whilst poultry and renewables have been key drivers for HSBC in the last few years, we

Eye on Agri Food continue to see opportunities within the dairy sector.” “Having just come through a difficult period, dairy farmers have been forced to take a long hard look at their business and in particular their finances. Many farmers have struggled during this time to continue to meet their commitments. However, with milk prices at last showing signs of improvement, farmers are now looking for a restructure of this debt to fit with a lower average

Nigel Young

igel was brought up on a farm in West Tyrone. His father was a farmer and while Nigel took an interest in day-to-day farming activities, he was always more interested in the wider agriculture and agri-food industry. Nigel followed his interests and went on to study Agricultural Economics and Management at Queens University Belfast, leaving with a 1st class honours degree. In 2000, following his time at university, Nigel started working at the Greenmount Campus of the College of Agriculture, Food and Rural Enterprise in Antrim (CAFRE). His skills in agriculture and economics led to him joining HSBC, in 2006, as its first specialist agricultural manager. Nigel’s role involved developing and expanding the agricultural portfolio of the bank. He now works with some of Northern Ireland’s largest primary agricultural producers across all sectors of the industry. Nigel’s skills and experience allow him to get out on the field and help local businesses to take advantage of the financial opportunities available to them. As an agriculture relationship director, Nigel acts as a direct point of contact for a portfolio of around 50 clients across the whole of Northern Ireland on a day to day basis alongside his support staff. They work on anything from gaining credit approval to the implementation of pre-drawdown conditions including legal, professional valuations and due diligence to resolving customer service issues.

milk price. For us, it’s important that they can demonstrate that their business post restructure can operate on a lower cost of production.” Roberta also pinpoints the range of experience in the team as a driving factor for the increase in market share, “Our customers want people who have a genuine in-depth understanding of the sector, which is why they come to us. We have a team of people who have a strong farming background on

Andrew Goodwin

ndrew was born in the east end of London and grew up in Bristol. He joined HSBC in 1988 and straight after completing his A-Level studies and has worked in various retail and commercial banking roles, mainly in South West England. In 2001 Andrew became part of a team in Northern Ireland that set up the HSBC’s branches in Belfast, Omagh, Portadown and Coleraine. In 2003, he moved his wife and son, George to Northern Ireland to join HSBC’s commercial team as a commercial manager and worked with many different types of businesses in different sectors. Five years ago he was asked to become HSBC’s second agriculture relationship manager in NI to offer a balance between Nigel’s agricultural background and his own banking background. He has since developed a sound knowledge of all sectors of agriculture, including on-farm renewable energy projects. Over these past five years, he has helped grow the HSBC’s agricultural business to its current levels mainly working with primary producers. As an agricultural relationship manager, Andrew is a direct point of contact for a portfolio of 100 customers mainly in Tyrone, Fermanagh and Armagh. In his spare time Andrew is the Head Coach for the Omagh Spires Special Olympics Club who cater for athletes with learning disabilities. He also competes in triathlons throughout the UK and Ireland, including Ironman UK in Bolton.

top of years of financial services experience. “But we are also constantly learning on the job, this is what sets us apart from competitors. Our on-farm work really integrates us into the culture of our customers and lets us benefit from their wealth of expertise. We don’t claim to know every single thing about every single part of the sector but our team is willing to get our hands dirty and get down to the nitty-gritty of each of the businesses we work with.”

Roberta Armstrong

oberta is from Kilrea, County Londonderry. She was brought up on a small mixed farm holding. The second of six children she was expected to pitch in and help the others with farm duties. She went on to marry a dairy farmer and has two children the eldest of which has just finished his studies at Greenmount Agricultural College and is now farming with his dad. Her daughter is at school in Coleraine. She began her career in the financial sector in 1988 and undertook her banking exams early in her career finishing with a degree in financial services, which she completed part-time at University College Dublin. She joined HSBC’s agricultural department as a Relationship Manager in early 2015 when they were increasing their team. Based in Coleraine and covering the North and East of the province, she is now dealing with a wider variety of farming customers. Her former portfolio was largely dairy, beef and sheep. Now her portfolio includes poultry, both broiler production and egglaying as well as renewable energy projects. Roberta is responsible for around 60 clients, however, that number is growing at a fairly rapid pace.

Eye on Agri Food

Ice Cream Brings Glastry Farm To The Top Sam Butler talked to Will Taylor of Glastry Farm in Kircubbin Co. Down about the achievements of his ice cream business and his family farm that supplies it with the fresh milk and cream for its award winning flavours.

nterprising dairy farmer Will Taylor recently left the big Blas na hEireann Irish National Food Awards in Dingle, Co. Kerry with a gold plaque to add to his impressive collection of accreditations for dessert ice creams and sorbets combining outstanding taste and quality. The discerning judging panel at Blas gave him a coveted gold for his unique Apple Schnapps sorbet. It followed earlier recognition for his products in the prestigious UK Great Taste Awards. “Winning awards at major food events is important because it helps to create awareness of the ice creams and sorbets and generates publicity that’s vital for a smaller business which doesn’t have the funds for promotional and PR activities,” he says. “The awards have helped us enormously in our target market – hotels and high-end restaurants throughout Ireland. We pride ourselves on working with chefs to create deliciously different and bespoke ice creams and sorbets for their dinner menus. Hastings Hotel, for example, has been immensely supportive. We’ve also a portfolio ice cream flavours and sorbets for both catering and

selected retailers throughout Ireland.” “We’ve been fortunate to have developed great working relationship with customers including, for instance, the team at Teeling Irish Whiskey in Dublin and have created a unique Teeling Irish Whiskey Ice Cream which has been on sale in the distillery’s visitor centre for some considerable time and is proving very popular. This relationship was carried forward from when Teeling owned Kilbeggan Irish Whiskey and approached us to develop an ice cream from the whiskey, a product which subsequently won a UK Great Taste Award,” Will adds. The growing popularity of the ice cream business has contributed to the success of the family farm, run by Will’s son Gareth and daughter-in-law Liz, at a time when earnings from milk have been under very severe pressure. After years of rock bottom returns there are now indications that milk prices will recover in 2017. “The signs are certainly encouraging because of the decline in milk supply over the past few years,” he explains. “This should push prices up to more acceptable levels.” The ice creams and sorbets,

Will Taylor of Glastry Farm, Kircubbin pictured through the perspective of the Bas na hEireann Award.

Will Taylor of Glastry Farm, Kircubbin pictured with his Gold award at the Blas na hEireann Irish National Food Awards in Dingle for his Apple Schnapps Sorbet.

managed by Will and wife Cynthia, are produced from milk from the farm’s 300-strong pedigree herd on 150 hectares fed mostly on lush grass pastures. It’s been farmed by six generations of the Taylor family. Glastry Farm’s achievements were also showcased recently in the influential Agriculture Edition of The Parliamentary Review from Westminster Publications in London. Located in an Area of Outstanding Natural Beauty, overlooking Strangford Lough, Glastry is the only Northern Ireland company in a publication that also featured articles from Chancellor of the Exchequer Philip Hammond and Jane King, chief executive of the Agriculture and Horticulture Development Board. The publication is circulated widely in Parliament and in political circles in Britain. “Our focus is on our greatest natural asset – grass,” Will continues. “We aim to be a business that is totally integrated, from grass in our fields to the final consumer product range. “The successful business is now consumer-led, rather than productionled. We have an ongoing innovation programme in conjunction with the

expertise of recognised knowledge providers such as Loughry College at Cookstown and the University of Ulster. They help us to harness the wonderful flavours from around the United Kingdom, to produce ice creams and sorbets that the consumer recognises as offering great taste, outstanding quality and total traceability of all ingredients especially the fresh cream. “They can count on the wholesomeness of the ice creams and sorbets because we have total control of the entire process from the grass and clovers that the dairy cows eat, to the composition of the final product,” he adds, The ice cream business was launched in 2005 and named after Glastry, the rural townland where the farm is based. Glastry means the ‘townland of the green pastures’. “We have nearly completed a decade since the concept of adding value to our primary raw material was instigated. The vision for the next decade is already formulated. In an era, post milk quotas, where commercial reality will take the place of artificial constraints on production, responsiveness to the market will be crucial.”

Eye on Awards

Local Specsavers Director Wins Everywoman Ambassador Award Dispensing optician Leigh Nelson, heads up the Specsavers optical and audiology practice in Newtownards of which she is a store partner and director. The 43 year old mother of two has now embarked on a year- long role as a UK retail ambassador having won a prestigious award in this year’s Worldpay everywoman in Retail Awards. Leigh overcame stiff competition from 11 other ambassadors to take the top trophy of ‘Retail Ambassador of the Year 2016’ at the Langham Hotel in London.

eigh Nelson took a leap of faith in 1996, moving from an accounts job to joining Specsavers in Bangor as a dispensing assistant. Within five years Leigh was a store director and spearheaded the opening of Specsavers Newtownards. Her passion and enthusiasm drives her forward, bringing new innovations and encouraging staff to train and develop their careers. Leigh’s experiences as the mother of an autistic son have helped create a flagship optometry outlet, recognised by health professionals as a specialist for children with special needs. The store was also awarded an Investors in People accolade in March 2016 and is an NI Equality Commission ‘champion’ for the Commission’s Every Customer Counts initiative which promotes accessible services for everyone. Leigh is also the current President of Newtownards Chamber of Commerce, revitalising it and helping to deliver relevant support services for local retailers. It was this drive and enthusiasm and Leigh’s commitment to her 20 staff members combined with the store’s outstanding commercial performance, that helped the 15 strong judging panel single Leigh out ahead of the other

women ambassadors representing famous names such as Amazon, Asda, Hobbs, Gap, Avon and Superdrug Stores Plc. ‘To be named as one of the 12 Retail Ambassadors for 2016 was fantastic in itself but to be selected by such an esteemed panel of judges for the overall award is such an honour. ’ said a proud Leigh. ‘However I would never have won this award if it weren’t for the brilliant team in Specsavers Newtownards. They make my job a joy – we are one team and I like to encourage them to strive for the best that they can and to provide the highest standards of patient care and customer service. They are more than willing to take me up on the challenge. ‘Since the award announcement I have undertaken various opportunities including radio interviews outlining how I manage being a working mum and how I got started in the industry. Throughout the year I aim to continue promoting and encouraging women to take on new challenges, put themselves forward whether it be in work, at home, in church or out in the community. At the beginning of your career it’s important to be adaptable and flexible and to take on everything and anything to let your boss know you

are there. Adaptable people get noticed. And you never know what is round the corner – it may just be your dream job. ‘At the end of my year as a retail ambassador I will be making a speech at the 2017 awards to reflect on the year and look forward to future progression and highlight some of the great examples of inspiring women. I’m really excited about the year ahead.’ Supported by leading global payments company Worldpay, the everywoman in Retail Ambassadors Awards programme recognises the achievements of women excelling at various stages of their retail careers – from store managers and sales leaders to company founders. It showcases the diverse career options available whilst shining a light on the sector’s role models Leigh Nelson concluded, ‘As a handson director I like to lead from the front constantly looking at new opportunities for the store and our staff. I believe hard work, enthusiasm, passion and attention to details pays dividends and my mantra is ‘this is not a job it’s a career.’

Eye on Agri Food

The AgriFood Industry: The New Environment Francis Martin, Partner, BDO Northern Ireland

Opportunities comes from challenges

hile the pledge from Michele McIlveen, the Minister of Agriculture, Environment and Rural Enterprise, that 95 per cent of farms will receive funds under the 2016 Basic Payments Scheme (BPS) has been well received and should certainly help cash flow in the short-term, other problems developing from the continuing uncertainty over Brexit negotiations will certainly have a very profound impact on costs facing farmers throughout Northern Ireland. The collapse in sterling is already having a very negative impact on production costs for farmers especially from imported inputs such as energy, transport, ingredients, fertilisers, and packaging. Fuel costs have been spiralling because of the weaker pound. The Brexit challenges for farming also come on top of the longstanding price pressures experienced by key sectors,

especially dairy, beef and arable over the past decade. Farming businesses which have already set up effective cost controls will have to maintain heavy downward pressure and may well consider advice from experts. Farms which haven’t sought guidance – and research shows that too many still do not know the exact costs of their production - will absolutely need to if they are to survive. Furthermore, the level of support for the farming industry, which will be the responsibility of the UK Government, beyond 2020 is still very far from clear. Processors too face the same problems and are seeing their competitiveness adversely impacted. While it is true that the weaker pound should benefit sales outside Northern Ireland, companies of all sizes and in every sector in what is our biggest manufacturing industry are also having to grapple with higher input costs. The challenge for the £5 billion

food and drink industry here is that so few of our companies are operating in markets beyond Northern Ireland, Great Britain and the Republic of Ireland. Most of our food and drink sales in external markets are still to Great Britain and the Republic, two intensely competitive markets. Securing and sustaining business in more distant markets can be extremely difficult and expensive for the small and medium-sized companies, the backbone of our industry. Moreover, opportunities in Britain may also be adversely affected in future trade agreements to be pursued by the UK Government. The future development of the industry, therefore, hinges on the strength of the UK Government’s commitment to agri-food and the pressure that the Northern Ireland Executive is able to apply. From challenges, there comes opportunities. There must be a positive approach

from the Treasury to the industry. A strong Brexit negotiation presents an opportunity to ensure continuing access to the remaining European marketplace, especially the Republic of Ireland, and trade agreements which do not frustrate the future of our most largest industry. In addition, the existing support infrastructure in activities such as marketing and promotion for smaller companies in particular to develop sales in Great Britain should be strengthened. This is essential because Britain will remain our most important market and the main platform for those ambitious companies wishing to grow sales further afield in the medium to long terms. Achieving these objectives and the sustainable growth of the agri-food business here demands an agreed post-Brexit strategy supported by the entire industry and our political leaders. We all must be prepared to ‘fight the corner’ for the agri-food industry!

Eye on Agri Food

Smart ideas fuel growth in ‘sunrise’ industry Sam Butler looks at some recent innovations from several meat companies here which highlight the creativity and customer focus underpinning Northern Ireland’s biggest manufacturing exporter.

igh-end UK retailer Waitrose recently launched the first chicken products naturally enriched with healthy omega-3 with the help of Moy Park and Devenish Nutrition, two of Northern Ireland’s most successful and innovative food businesses. And Finnebrogue Artisan in Downpatrick, headed by founder and managing director Denis Lynn, also teamed up with Waitrose to introduce the UK’s first-to-market range of ‘Flexitarian’ foods for consumers wishing to eat less but better quality meat and keen to ensure protein intake from other sources such as vegetables and legumes. The new range follows the successful launch of reduced fat and high fibre sausages for Marks and Spencer. Waitrose used chicken specially produced by Moy Park, Northern Ireland’s biggest food business and most successful exporter specialising in poultry convenience meals, along with Devenish Nutrition, an international leader in animal nutrition. Moy Park, a £1.4 billion business, is based at Craigavon in county Armagh while Devenish Nutrition is located in Belfast and operates worldwide. Moy Park feeds the chickens on a special diet containing algae that is naturally high in omega-3 polyunsaturated fatty acids to help maintain normal heart, brain and vision functions developed in association with Devenish. The range of products includes whole chickens, breast fillets and thigh meat. Waitrose describes the new products as a response to concerns

Denis Lynn of Finnebrogue Artisan in Downpatrick with First Minister Arlene Foster at the official opening of the company’s new state-of-the-art factory complex.

among consumers not getting enough omega-3 in their diets because of a dislike of oily fish, a particular reluctance among children and young people. Dr. Joanne Lunn, Waitrose Nutritionist, says: “This chicken will make a really useful contribution to our customers’ omega 3 intake as we know it can be hard to consume enough omega 3 from other sources, especially if you are not a fan of fish.” Justin Coleman, Moy Park Agriculture Development Manager, continues, “Food and farming innovation are important focus areas for Moy Park and we are proud to be the first poultry company in the UK to produce chicken enriched with omega 3. Including omega 3 in the chickens’ natural diet makes this already healthy food even healthier.” Finnebrogue Artisan, based in Downpatrick, created the #Funky Flexitarian range of highly original meals to meet the needs of the growing flexitarian market in Britain while taking into consideration food intolerances such as gluten and lactose. The new range, now available now in 120 Waitrose stores, includes the deliciously spicy lamb’alafal chipolatas, smokey pork n’bombay beet bangers, lightly curried

cauli’nation chicken chipolatas and tasty beef, tomato n’basil bangers. Jo Discombe, Business Development Director at Finnebrogue Artisan, says: “At Finnebrogue Artisan we believe that eating a balanced diet is the key to good health and wellbeing, whilst still feeling satisfied with what you have on your plate. #Funky Flexitarian uses prime cuts of British meat, combined with all sorts of nutritious extras.” Each variety of sausage contains at least 47 percent nutritious vegetables and legumes, 40 percent prime British meat, three per cent herbs, spices and seasoning and 10 percent gluten free breadcrumb. Finnebrogue Artisan recently opened what is the most advanced meat processing operation in Northern Ireland, a complex using the latest robotic technology. The company employs around 400 people and has become Northern Ireland’s leading creator and producer of new sausage flavours for multiple retailers. The meat industry, Northern Ireland’s biggest agri-food sector, has long been a leader in innovation…and continues to be. Linden Foods in Dungannon, Co. Tyrone has pioneered a broad range of salt aged meat for key clients including Marks and Spencer. Linden also created

a distinctive ‘Turf and Clover’ brand of high-end beef products for international markets especially Germany. Linden owned Kettyle Irish Foods at Lisnaskea in Co. Fermanagh is at the forefront of dry-aging techniques for beef and has developed a successful product using salt moss to bring out the flavours. Dunbia in Dungannon, Co. Tyrone, one of the biggest meat processors in the UK and Ireland, is another leading the field in innovation. Hannan Meats in Moira, Co. Antrim, of course, has won a clutch of awards for its guanciale bacon and Himalayan saltaged beef, its Glenarm beef products, one of which won the company its second UK Great Taste Award Supreme Champion title, and the recently introduced sugar pit cured bacon. C&J Meats in Loughgall, Co. Armagh has introduced a new Sam’s Farm brand of beef using animals selected by a leading farmer and one of the two co-owners of the business. The achievements of these meat processors and the relationships they have developed with major retailers here and further afield highlight the creativity, flexibility and customer responsiveness of companies in an industry now among Northern Ireland’s most dynamic.

Eye on Drinks Industry

Why Gin Is A Tonic For Business Jawbox Gin in Belfast recently clinched business with Marks and Spencer in Britain.

Eye on Drinks Industry

Distillery – Echlinville Distillery in Kircubbin is distilling Jawbox Gin as well as its own gin and whiskies.

Sam Butler talked to Gerry White of Jawbox Gin about the success of the product and looks at other recent developments in gin here.

erry White is understandably thrilled about the remarkable success of Jawbox Gin, the spirit he launched back in February. He’s most recently agreed a deal with Marks and Spencer which will see the classic Belfast gin on sale in almost 150 stores across the UK, a deal set up by Drinksology in Belfast, the international creative agency that designed his label and distinctive marketing materials and is also helping to build sales both in Northern Ireland and other parts of Europe, including Germany, France and Spain, through its distribution business ‘When We Are Giants’. Negotiations to export the gin to the US and Canada are close to a successful conclusion and could lead to the first shipment before Christmas. Among the first to sell the gin in the US could be The Dead Rabbit in New York City, recently named the World’s Best Bar, and The Black Tail, another NYC-based specialist in exotic cocktails. Drinksology has also had a significant creative role in the development of both bars. “We are really excited about this business with one of the UK’s most respected retailers and one with a strong focus on premium products. Jawbox is the first of the wave of new spirits from Northern Ireland to gain such an opportunity in the UK,” Gerry White says. “Drinksology identified the opportunity and secured the business for Jawbox. They’ve been absolutely brilliant and were quick to spot the business potential of Jawbox from the very start. I have

Gareth Irvine is creating ‘ginfusions’ with gin and fruit at Saintfield in Co. Down.

to pinch myself sometimes when I look back at what has been achieved in just nine months. It’s tremendously exciting….and we’re really only just getting going. I’ll be working with the M&S team to drive sales in Britain and also in export markets,” he adds. Creating Jawbox, named after the tin sinks found in many Belfast homes in the last century, and reviving the once successful gin industry in the city, had been his dream for some considerable time. He grew up in the industry, managing a host of popular bars including The John Hewitt in Belfast’s Donegall Street. He turned to the team at Drinksology for help and then to Shane Braniff at Echlinville Distillery, only the second distillery to be licensed here in almost 130 years, for expert support in turning his unique recipe, which includes among its botanical ingredients wild heather he harvests from the slopes of the city’s imposing Black Mountain, into commercial gin. Drinksology came up with the original product design, point of sale and other innovative marketing support, creating a fascinating story-line for the first Belfast gin in generations. And Jawbox was born and is now proving increasingly successful here and in key international markets. It’s being featured in a host of original cocktails being developed in bars here and further afield including with Ginger Ale, a mixer originally developed in Belfast by Thomas Cantrell in the 1850s and then subsequently manufactured by “Grattan’s Aerated Water Manufactory” in the city. Craft gin has become a thriving category here in the past five years. Other products launched successfully include Shortcross from Rademon Craft Distillery at Crossgar in Co. Down. Shortcross is the achievement of an

David Boyd-Armstrong is master distiller at Shortcross Gin in Crossgar.

aspiration of husband and wife team David and Fiona Boyd-Armstrong from their travels and opportunities to sample small batch gins in the US and further afield. Founded in 2012, Shortcross Gin is based on a recipe developed by David, formerly a missile engineer, and Fiona, once a quantity surveyor. The gin, produced in small batches to ensure consistent quality, features ingredients from the family estate including wild clover, elderflowers, elderberries and green apples. The enterprising couple have also laid down whiskey as a longer-term project. Shortcross has won a series of international awards for taste and quality. And it recently gained a listing with World Duty Free which will see the spirit on sale in its airport shops in London Heathrow, London Gatwick, London Stansted, Birmingham, Manchester and Edinburgh airports. The small company is now pushing ahead with plans to boost export sales. Echlinville Distillery, where Jawbox is produced, has also created a new gin recipe and is launching its own distinctive spirit. It’s been on sale in Fortnum and Mason in London. As well as gin, Echlinville has revived historic Irish whiskies Dunville Premium Single Malt and Dunville Three Crowns, a premium blend, along with other established brands such as Feckin Irish Whiskey and Feckin Spiced Irish Whiskey, the latter recently named among the world’s top 200 whiskies. Dunville, once the biggest selling Irish whiskey in the US before Prohibition in the 1930s, has also won acclaim – Dunville PX being named the Best Single Malt 12 Years and Under in the World Whiskies Awards and the last month’s Irish Whiskey Awards at Tullamore Dew distillery in Co. Offaly. The Dunville brands were originally produced at the

Royal Irish Distillery in Belfast, once the world’s biggest Irish whiskey distillery. Drinksology is also playing a significant role in the success of Dunville. As well as gin and whiskey, Echlinville produces Ban Poitin, now on sale in key London stores including Selfridges and Fortnum and Mason, and has plans to distill vodka and the first rum here. Butterfly Rum, marketed by Botl in Belfast, is distilled in Trinidad. New kids on the gin scene now include Boatyard in Enniskillen, Co. Fermanagh and Copeland, which is based at Saintfield, Co. Down and is creating ‘ginfusions’ from gin it imports and blends with local fruit such as raspberries and blackberries and other ingredients including locally-grown rhubarb. Boatyard is now producing a double distilled gin in a small distillery, overlooking picturesque Lough Erne, that was once a boatyard. It’s the brainchild of Joe McGirr, who has a family farming background near Enniskillen and has worked in the drinks industry abroad with the likes of Glenmorangie, Möet Hennessy and as chief operating officer of the London Distillery Company. He’s able to call on technical support from Darren Rook, founder of the London Distillery Company and Dodd’s Gin. Boatyard is aimed at the ‘super premium’ category and is being distributed by Prohibition and the Celtic Whiskey Shop in Dublin. Behind Copeland ‘ginfusions’ is Gareth Irvine, who gave up a successful career in IT to create his own fruity gins. He turned to crowdfunding to raise the necessary cash to ramp up the business and start producing the spirits. Spirited entrepreneurs here are clearly developing a taste for gin and creating products which are increasingly enjoying success in highly competitive markets beyond these shores.

Eye on Construction

JCT DESIGN AND BUILD CONTRACT 2016: REVOLUTION OR EVOLUTION IN THE CONSTRUCTION INDUSTRY? William Curry, Corporate and Commercial Partner at leading law firm Arthur Cox, examines the new changes to the Joint Contracts Tribunal Design and Build Contract, and what they will mean in practice for the construction industry.

he major shortage of Grade A office space currently available in Belfast city centre, and the negative impact this can have on the city’s potential to attract foreign direct investment, is an issue which has been a major talking point for business commentators in recent years. Demand continues to outstrip supply and, although there are a number of speculative developments currently making their way through the planning system, it’s difficult to see how demand will be met in the short-term. One of the consequences of the deficit in the supply of Grade A space has been the decision by some larger companies to undertake design and build projects to meet their requirements. One example of this is O’Hare and McGovern going on site at the former Maysfield Leisure Centre, on the instruction of Concentrix, to deliver a 60,000 sq ft office space for the US IT firm. Changes The contracts which govern design and build projects such as this are undergoing a number of changes. Following on from the introduction of its Minor Works Contract in the summer, the Joint Contracts Tribunal (JCT) has released the latest in its suite of documents, the 2016 edition of its Design and Build Contract, which is a revision of the 2011 document. Used extensively for construction projects undertaken in the UK,

where the contractor is responsible for design, the contract has undergone a number of key changes which will impact both employers and contractors. The latest changes introduced by JCT consolidate a number of previous supplements and bring the draft standard form contract up to date. However, as those working in the construction industry will be aware, in practice it is common for the JCT contract to be amended by a schedule of amendments setting out project (or employer) specific provisions. It is also worth noting that the JCT contractual forms are drafted on the basis of English law and, as such, will need to be adapted for use in Northern Ireland. There are a number of revisions made to the 2016 contract to simplify the payment provisions. These include establishing interim valuation dates that apply to the main contract, subcontract and sub-subcontract levels. Another key change includes standard clauses allowing the employer to require the contractor to provide a performance bond or Parent Company Guarantee.

The contract gives the option for the employer to request third party rights from the contractor and sub-contractors instead of collateral warranties, seeking to ensure that sub-contractors do not escape accountability for defects. Additional provisions The 2016 edition of the contract also includes additional provisions for public sector employers, in consequence of the coming into force of the Public Contracts Regulations 2015 last year. A transitional period between the use of the 2011 contract and the new 2016 contract will most likely exist whereby all parties will be able to undertake projects using either contract, however contractors and employers must seek to become familiar with the new form and ensure that they avoid any contractual uncertainty. Employers and contractors must also bear in mind that existing schedules of amendments will be specific to the 2011 form of contract, as such a significant issue when using the 2016 form will involve reviewing any standard schedule of amendments to make

sure they work with the 2016 contract, and are consistent with the new principles introduced. With the use of design and build contracts becoming ever more prevalent in the local construction industry, the importance of understanding what terms govern the relationship between the parties and of complying with the relevant contract terms must be heeded. For full details on the changes outlined in the recent JCT Design and Build Contract 2016, the corporate and commercial team at Arthur Cox is available to discuss individual requirements and to provide advice for both contractors and employers.

The Corporate and Commercial team at Arthur Cox is well positioned to advise on all areas of corporate and commercial law in Northern Ireland. William Curry will lead Arthur Cox’s 2016 annual procurement seminar, which will take place at Belfast’s Merchant Hotel on 7th December. Call +44 28 9023 0007 for further information from William or your regular Arthur Cox contact.

Eye on Charity

Run In The Dark, Belfast 5k & 10k Option

On 16th November, at 8pm, 25,000 people worldwide will get up from their armchairs, pull on their running shoes and hit the road to Run in the Dark in aid of Mark Pollock Trust. Join us for 5k or 10k.

S DARKNESS falls on 16th November, 25,000 people around the world will get up from their armchairs and televisions, pull on their running shoes, slip on their red flashing armbands and hit the road to Run in the Dark. In over 50 cities worldwide these people will light up the night as they flow through the streets

like lava. Part of a global event, together they are supporting Mark Pollock Trust to find and connect people worldwide to fast-track a cure for paralysis. You can run or walk 5k or run 10k at one of the official events in Dublin, Cork, Belfast, London and Manchester. The Belfast event will take place in The Stormont Estate at 8pm on the 16th November. Why should you take part? Spinal cord injury strikes at the very heart of what it means to be human; an evolutionary amputation completed in a

moment, turning people from standing upright, running forms into seated compromises of their former selves. It also interferes with the bodyâ&#x20AC;&#x2122;s internal systems that are designed to keep us alive and, multiple infections, neuropathic pain and uncontrollable spasms are common. These are the things that exhaust even the most determined: that leave 7 out of 10 people excluded from the workforce; and that isolate so many of the 500,000

people globally who suffer a spinal cord injury each year. This is why the Mark Pollock Trust is exploring the frontiers of spinal cord injury recovery, working with the worldâ&#x20AC;&#x2122;s greatest scientists and building a tribe to amplify the mission. The Run In The Dark plays a large part in funding our mission. So join us on the 16th November.

Eye on News

Stena Line Celebrates Five Successful Years On Belfast Routes To Liverpool And Heysham Leading ferry company Stena Line is celebrating a very successful first five years on its Belfast to Liverpool and Heysham routes which have experienced significant growth following their acquisition from DFDS.

ince the £40m purchase in 2011, Stena Line’s carryings on the routes have gone from strength to strength with approximately 1.3m guests, 370,000 cars and a staggering 1.45m freight units making the trip across the Irish Sea. Freight volumes on the two routes since Stena Line took them over have increased by a staggering 37 per cent*, with passenger numbers rising by 14.5 per cent* and car traffic growing by 8.4 per cent* during the same period. Investment in the routes has been significant with more than £9 million spent since 2011 across all aspects of the service, including cabin improvements, upgrades to the truckers lounge, the introduction of premium Stena Plus lounges and quiet rooms, and an overhaul of the ships’ existing bar and restaurant facilities to bring them into line with the rest of the Stena Line fleet. In addition, they have added extra capacity and frequency via the introduction of a fifth ship serving Birkenhead and Heysham.

In 2013, the company added extra freight tonnage to the Liverpool service in the form of the Stena Hibernia which provided an extra eight trips per week, increasing capacity by 30.8 per cent and bringing the total number of weekly sailings to 34 across both routes. Stena Line’s Route Manager (Irish Sea North), Paul Grant, said that this investment strategy has paid off. “When we initially looked at the possibility of acquiring these routes we had a vision that, operating alongside our then to be established Belfast-Cairnryan services, we could develop Belfast as a key transportation hub for both freight and tourism traffic,” said Mr Grant. “Five years on, following significant investment to improve our service and facilities, both onboard and portside, as well as our reliability and frequency, I’m delighted to say that vision is really taking shape as Belfast consolidates its position as one of the most significant travel and trade gateways in Ireland. “The improvements we have made to

the services on both routes, added to the fact that Liverpool and Belfast have undergone transformations as vibrant tourist destinations in recent years, is reflected in an increase of 16 per cent in car and foot passenger numbers. “Allied to the improving tourism picture, Liverpool has always been a strong freight gateway opening up northern and central regions, supported by Heysham, which provides us with an attractive proposition to provide reliable access to these key markets. Again, an increase of 12 per cent in freight volumes indicates that our vision and strategy are paying off,” he added. While Belfast to Heysham is primarily a freight route, the Liverpool service provides Stena Line with a potent year-round business mix of freight and leisure traffic. “The ability to offer our customers the largest range of travel and freight options on the Irish Sea is one of the cornerstones of our business success and it’s great to see our Liverpool and Heysham services

making such a positive contribution to our Irish Sea operation,” continued Paul Grant. Over the past two decades, Stena Line has invested more than £330 million in its Northern Ireland operations, providing a first class ferry service to and from Belfast and helping to drive the key freight and tourism sectors. Stena Line operates 10 sailings daily between Belfast, Liverpool and Heysham, in addition to a further 12 daily sailings between Belfast and Cairnryan. Together with the company’s Dublin to Holyhead and Rosslare to Fishguard routes, Stena Line now offers customers a total of 222 weekly sailings across its Irish Sea network. Stena Line is the market-leading ferry operator on the Irish Sea, offering the biggest fleet and the widest choice of routes from Ireland to Britain. Last year, the company carried more than 2.5 million passengers on its Irish Sea routes between Ireland and Britain, more than its rival ferry operators combined.

JIM CLERKIN HONOURED WITH FIRST SPIRIT OF THE DIASPORA AWARD

ne of Northern Ireland’s most successful overseas businessmen has been honoured with a special diaspora award by Northern Irish Connections ahead of the Belfast International Homecoming conference. Rostrevor-born Jim Clerkin, President and CEO of Moët Hennessy North America, was presented with the award at Stormont Castle by deputy First Minister Martin McGuinness and NI Connections CEO Andrew Cowan, in

recognition of his ongoing commitment to helping promote Northern Irish business and cultural links around the world. Now based in New York, Jim began his career in the drinks industry with Guinness. He was one of the first supporters of Northern Irish Connections, the non-profit organisation which helps facilitate business, tourism and cultural opportunities by connecting people at home with a network of people overseas who have links to Northern Ireland.

Jim Clerkin, President and CEO of Moët Hennessy North America, is presented with the Spirit of the Diaspora award at Stormont Castle by deputy First Minister Martin McGuinness and NI Connections CEO Andrew Cowan.

Eye on Technology

In response to this report, CIM recommends marketers and businesses do the following to support consumers: 1. Be straight with people – there is a lot of confusion when it comes to data. Marketers should champion consumers and tell them when they plan to collect data, why they wish to do so and what they intend to do with it. This should be communicated in a clear and open manner across all forms of data capture.

The Chartered Institute of Marketing (CIM) revealed the findings of its survey - Whose Data is it Anyway? - at an event at PWC in Belfast attended by marketers and business leaders. Steve Woolley, CIM Head of External Affairs and Content, Julie McClean of PWC Research to Insight Team and Carol Magill, CIM Ireland Network Manager are pictured at the event.

NORTHERN IRISH CONSUMERS IN THE DARK ABOUT THEIR OWN DATA New research released by the Chartered Institute of Marketing (CIM) reveals a shocking 96% of consumers in Northern Ireland do not fully understand where and how marketers, brands and organisations use their personal information and data.

IM’s ‘Whose data is it anyway?’ study surveyed more than 2,500 consumers and marketers nationally to gain their insight into the use of personal data for marketing purposes. It shows data discrepancies and concerns to be worryingly prevalent across the board. More than half of all consumers (60%) in Northern Ireland reveal they do not trust an organisation to use their data responsibly – the biggest issue being that their information may be passed onto others without consent (41%). The report

questions whether enough is being done by brands to follow correct data marketing practices and reassure consumers. Chris Daly, Chief Executive of CIM, comments: “Customer data is essential for marketers to reach the right audience and meet customers’ needs and interests. Yet our report shows that people are nervous about sharing personal data - fears of data breaches and misuse has them on high alert. “However, two-thirds (66%) of customers in Northern Ireland actually say they would share more personal information if organisations were more open about how they will use it. So, the solution is clear, marketers need to brush up on the rules, demonstrate clearly the value-add personal data offers in delivering a more personalised experience and ultimately reduce the fear by being open throughout the process. Otherwise marketers risk alienating their customers

- and that benefits no-one.” CIM’s report also shows 41% of consumers in Northern Ireland have received communications from organisations they feel have misused their data, with 12% saying it happens all the time. This is whilst the majority of Northern Irish consumers (79%) still do not see the benefit of sharing their personal data at all. Aside from cybercrime and online fraud, the report also reveals consumers in Northern Ireland are most concerned about being unable to control who holds their data (45%), their details being used to send physical or online junk mail or spam (44%) and unwanted social media advertising appearing on their social feeds (34%). Only 17% admit to always reading the available T&Cs before providing their personal data and almost a quarter (23%) admit to not knowing their data protection rights as a consumer.

2. Articulate the benefits – if marketers can demonstrate the positive benefits of their data collection to the consumer, and what it will enable them to do such as sharing topical and relevant products and services, then they may be able to gain more buy-in from consumers to extend this. 3. Show you respect customer data – trust, honesty and transparency needs to be at the heart of the relationship between marketers and their customers. It’s clear that the topic of data really matters to consumers, and they want reassurance that marketers are using it securely, and most of all, responsibly. 4. Gain an understanding of data do’s and don’ts – marketers should continually familiarise themselves with consumers’ data rights and the law. Introducing training across an organisation should help to make the correct data approach and procedures the responsibility of the whole business, and a development priority for all staff. Similarly, consumers should also better understand their data protection rights.

Find out more details about the ‘Whose data is it anyway?’ report by visiting: www.exchange.cim.co.uk/ thought-leadership/whosedata-is-it-anyway

Eye on Events

CUNNINGHAM COATES RECEPTION AT RIDDEL HALL The partners and staff of Cunningham Coates recently enjoyed a great evening within the beautiful surrounds of Riddel Hall. Before the entertainment commenced guests enjoyed a brief welcome address by Senior Office Partner, Jonathan Cunningham followed by David Currie, head of financial planning at Cunningham Coates, who reinforced the importance of Lifetime Financial Planning.

Ursula McMullan, Peter Rainey (Cunningham Coates) and Michael McMullan enjoying the Cunningham Coates Summer Drinks Reception at Riddel Hall.

(Left to Right) David Duly, David Currie (Cunningham Coates) and Ellie Duly enjoying the Cunningham Coates Summer Drinks Reception at Riddel Hall.

CRAFT BEER IN A CAN

elfast’s Dark Horse hosted the launch of Franciscan Well’s new range of canned craft beers. Shane Long, founder of the Cork craft brewery, was in town to announce that Rebel Red, Friar Weisseand Chieftain IPA will be available in a 330ml can for the first time in off licences across Northern Ireland, with selected

bars also stocking the product. It is the first time Franciscan Well has canned any of its beers and also the first time that Chieftain IPA will be available for purchase in off licenses. The decision to can Ireland’s favourite craft beer range is part of an international trend which has seen rising consumer demand for craft beer in a can.

David Currie from Cunningham Coates speaking at a Summer Drinks Reception for clients at Riddel Hall

(Left to Right) Chris McCleane of Cunningham Coates enjoying the Summer Drinks Reception at Riddel Hall with Christopher McDowell and Georgina Copty.

...OR A GIN PERHAPS?

he success of homegrown gin brands like Shortcross and Jawbox has helped fuel a genuine gin boom around Northern Ireland. And here’s the latest offering.

It’s Boatyard Double Gin and it’s being distilled in County Fermanagh by the Boatyard Distillery. Joe McGirr, Founder of The Boatyard, is pictured at the Double Gin’s launch at Ox Cave in Belfast recently.

Eye on Events

JINGLE BELLS

elfast Chamber of Trade and Commerce (BCTC) is on the countdown to the festive season after investing £100,000 into Visit Belfast’s Christmas marketing campaign which will drive increased footfall and spend in the city’s businesses over this crucial trading period. The

all-Ireland campaign will launch in November and aims to promote the city’s exciting festive offering – from Christmas shopping to January sales. Pictured are BCTC President Gordon McIlroy, Senior Vice President Michelle Greeves and Visit Belfast Chief Executive Gerry Lennon.

DIPLOMA SUCCESS FOR DIRECTORS

welve local directors have received their IoD Diplomas in Company Direction at the IoD Annual Lunch sponsored by Rainbow Communications. The directors, who passed their Diploma examination

held in June, received their Diplomas from guest speaker Mike Brown, the Commissioner of Transport for London (TfL). Pictured is Ian Sheppard, IoD Chair, Stuart Carson of Rainbow Communications and Mike Brown.

HALIFAX FOUNDATION GIVES £1.3 MILLION TO NI CHARITIES Nearly £1.3 million was distributed to 647 grass roots charities across Northern Ireland by The Halifax Foundation for Northern Ireland last year benefiting thousands of people through local projects.

celebration of the hard work and dedication of these charitable organisations was held in Parliament Buildings in Stormont on 11th October 2016. The representatives from the groups were welcomed to the reception by the Minister for Communities, Paul Givan and MLAs representing constituencies in all six counties. The groups supported by the Foundation provide help to thousands of people in Northern Ireland providing services such as disability support, anti-bullying projects, debt counselling, food banks, support

for the elderly, drugs and alcohol awareness, early years interventions, sports programmes, community groups and so much more. Over the past 31 years, the Foundation has distributed £33.8m to a vast range of projects aimed at improving conditions in socially deprived areas of Northern Ireland. The Foundation receives an annual donation from Lloyds Banking Group to fund its Community Grant Programme, Matched Giving Programme and Special Initiatives Programme. Sandara Kelso-Robb, Executive Director of the Halifax Foundation

Minister Paul Givan (second right) with (l-r) Jim McCooe, Lloyds Banking Group; Brian Scott, Chairman and Imelda McMillan, Deputy Chairman of the Halifax Foundation for N. Ireland.

for Northern Ireland, said: “These groups represent the best of Northern Ireland. Many are made up of dedicated volunteers working hard, often without recognition, to provide vital facilities and services for people of all ages in the local community. Without financial support, these groups simply would not exist.

“We are continuing to meet the escalating needs of the local community by funding these groups and are delighted to celebrate another successful year of investment in important projects that are making a difference to so many lives.”

Eye on News

ENTERPRISE WEEK GETS READY TO INSPIRE LOCAL BUSINESSES TO INNOVATE

Kicking off the launch of Enterprise Week and shining a spotlight on young entrepreneurs from within the Borough were, Lord Mayor of Armagh City, Banbridge and Craigavon, Councillor Garath Keating with brothers Aaron and Andrew Burns from Burns Soccer School.

Local businesses will be inspired to innovate, build networks and access support to help them grow and expand during Enterprise Week, with a packed programme of free events taking place across the Armagh, Banbridge and Craigavon Borough from 14-20 November.

rom inspirational conferences, funding workshops, digital seminars and mentoring sessions, Armagh City, Banbridge and Craigavon Borough Council has designed events to cultivate and strengthen the area’s entrepreneurial ecosystem in an increasingly challenging environment. The council is partnering with key organisations such as The Prince’s Trust, Catalyst Inc, Youth Bank international, InterTradeIreland, Social Enterprise NI, Southern Regional College, Co-working community organisation Wabisabi, We are Digital, business development initiative Plato EBR Network and local Business Centres to deliver exciting and high quality events to ensure that local businesses and residents receive all the necessary support they need to take their businesses to the next level. Enterprise Week coincides with Global Entrepreneurship Week, the world’s largest celebration of enterprise, which aims to inspire, connect and engage with the next generation of entrepreneurs. Across more than 160 countries over 300,000 events will be held to shine the

spotlight on this year’s themes including women, youth, investors, and scale-ups. Anyone interested in developing an idea or growing their business will find inspiration from Enterprise Week’s range of events, with highlights including: • ‘A Night of Ambition’ with Youth Bank International will spark innovation, creativity and entrepreneurship in the next generation of entrepreneurs as young people from local schools, colleges and youth projects take part in the much acclaimed Teenage Market, giving young people a platform to showcase their creative talents. • ‘Decade of the Female Entrepreneur’ highlights and celebrates women entrepreneurs. This event, in partnership with The Prince’s Trust, features keynote speakers from academia, a motivational speaker from the local area and a panel made up of successful local female entrepreneurs from the Borough who have availed of support to start a business through the Prince’s Trust in Northern Ireland. • ‘Using Digital Innovation in Local

Business’, led by We Are Digital, will provide businesses with an opportunity to explore innovative ways of working using digital platforms that will grow and develop commercial opportunities, new markets and customers. • ‘Finance for Start Ups’ by Catalyst Inc will give entrepreneurs and ‘wantrepreneurs’ in the startup and growth phase the chance to explore options and find out more about business finance. • The Enterprise Centres from across the Borough will provide business support advice to encourage entrepreneurship and a flagship ‘Meet the Funders’ workshop. Businesses will also be encouraged to develop existing partnerships. • The Plato EBR Network will host a ‘Supply Chain Development’ event for the local Engineering sector and Social Enterprise NI will hold a workshop aimed at creating an awareness of the social enterprise business model. Lord Mayor of Armagh City, Banbridge and Craigavon, Councillor Garath Keating commented: “Enterprise Week is a week-long programme of opportunities for local businesses to get connected and avail of advice and a range of insights into what it takes to create a business, make it grow, as well as how to face the range of challenges being a business

owner presents. From the next generation of young entrepreneurs, to the latest digital technology to women leading the way in the borough - this is a week not to be missed!” Looking forward to Enterprise Week, Chief Executive of Armagh City, Banbridge and Craigavon Borough Council, Roger Wilson said: “Our Borough is a vibrant hub of entrepreneurialism. From start-ups to large global businesses, there is a real sense of ambition and drive that lights up this area. This is why it is essential that Armagh City, Banbridge and Craigavon Borough Council links in with major events such as Global Entrepreneurship Week and partners with organisations such as Prince’s Trust to ensure that we support, deliver and strengthen our local businesses. Enterprise Week is guaranteed to help businesses make connections, provide practical support and, above all, offer attendees the opportunity to be inspired by other local entrepreneurs who are driving their business forward and helping to put the Borough on the map locally, nationally and internationally.” For details on all the events featured at Enterprise Week and to reserve your place visit www.armaghbanbridgecraigavon. gov.uk/business/enterprise-week and join in the global conversation on Facebook and Twitter #GEW2016

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32 years connecting talent and opportunity

Engineering & Manufacturing | HR

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Sales & Marketing

Eye on Moving On 1 Ann Marie McNeill has been appointed as Senior Financial Adviser with Ashtree Financial Services (part of the Autoline Insurance Group). Based in Newry Anne Marie has 20-years’ experience in the industry working with both corporate and personal clients. At the same 2 firm, Eileen Brogan has also been appointed as Senior Financial Adviser. Eileen has over 20-years’ experience in Financial Services and her primary focus will be to support customers based in the west of Northern Ireland.

1 Ann Marie McNeil

4 Aaron Whiteman

7 Graeme Norris

2 Eileen Brogan

5 Brian Johnston

8 Sarah McKegne

3 Kirsty Scott

6 Gary Maxwell

9 Emma Garrett

3 Kirsty Scott has been appointed a Solicitor in the Corporate, Banking and Finance Department with Cleaver Fulton Rankin. She joined Cleaver Fulton Rankin in June 2015 having worked previously as a Paralegal in Manchester, London and in Holywood, Co Down. Moy Park has announced the appointments of three General Managers within the UK and 4 Ireland Operations teams. Aaron Whiteman has been appointed General Manager Ballymena. Aaron has been with Moy Park since 1999 and has strong operational experience and a proven track record of success throughout his career. 5 Brian Johnston is returning to the Craigavon site as General Manager, having completed an interim assignment at Ballymena as General Manager. A Food Service graduate from Queen’s University Belfast, Brian joined Moy Park in 2012 and has contributed significantly to operational leadership and continuous improvement. 6 Meanwhile Gary Maxwell, most recently General Manager Craigavon, has taken on the role of General Manager Dungannon. He was promoted to Craigavon Site Manager in 2014 and with the support of his team has overseen a period of significant site development, achieving strong factory performance combined with the delivery of major investment projects. 7 Graeme Norris has been appointed Regional Manager – Sales and Distribution at Progressive Building Society. Following 35 years in various roles with the Society, including Branch and then Area manager, Graeme will be responsible for the development and production of the organisation’s savings and mortgages distribution plans. 8 And Sarah McKegney has been appointed Business Strategy Manager at Progressive Building Society. A chartered accountant who spent five years at PwC, Sarah will play an instrumental role in the strategic and business planning process of the Society with responsibility for key business intelligence reporting. 9 Emma Garrett has been appointed as Business Enterprise Development Manager at Inspire Business Centre, Dundonald. In her role she will be leading the Enterprise and Economic Development Programmes team on the Regional Start and Exploring Enterprise Programmes; carrying out prestart initiatives, client business plans and loan fund applications; developing strategic direction and new ideas for service delivery.

10 Mairead Meyer

11 Nicholas O’Shiel

12 Darrach Teague

10 Mairead Meyer has been appointed as Managing Director of Networks at BT in Northern Ireland. With over 12 years of experience working in the leading communications company, Mairead will be responsible for over 800 members of staff including large engineering teams and will also be engaging with major customers and stakeholders. Mairead has held senior management roles across Planning, Operations and Field engineering within BT and has taken a leading role in the completion of large scale fibre broadband delivery projects throughout Northern Ireland.

PARTNERSHIP.EXPERIENCE.IMPACT.

Banking & Finance | Technology

32 years connecting talent and opportunity

Engineering & Manufacturing | HR

www.graftonrecruitment.com

Sales & Marketing

Eye on Moving xxx On 11 Nicholas O’Shiel has been appointed as the new Chairman of Enterprise NI. He is currently the President of Omagh Chamber of Commerce and Chief Executive of Omagh Enterprise. His new role will see him continue Enterprise NI’s support of small businesses right across Northern Ireland. Nicholas is also a member of the Institute of Directors and the Chartered Management Institute. 12 Darrach Teague has been appointed to head up the Recruitment Team of Cpl NI taking on the role of Head of Operations. He has 14 years’ experience with extensive knowledge across the Accountancy & Finance sector.

13 Vicky Dummigan

14 Clare Templeton

15 Emma Robertson

13 Vicky Dummigan brings corporate law expertise to commercial property law practice Davidson McDonnell having recently joined as a Consultant. Vicky has built a strong reputation in the Northern Irish corporate law market over the last 15 years, working across all sectors for all sizes of corporate clients] in M&A, funding, and commercial contracts work. 14 Clare Templeton has been appointed a solicitor at Davidson McDonnell and will deliver a commercial dispute resolution provision to new and existing clients of the firm. Clare has particular expertise in Mediation and Alternative Dispute Resolution, providing clients with a cost effective alternative to traditional litigation and has 20 years’ experience in handling commercial litigation and dispute resolution matters for clients across a number of industry sectors

16 Adrian Kerr

17 Joanne Mulholland

18 Amyee Taylor

15 Cambridge graduate Emma Robertson joins Davidson McDonnell as a solicitor, specialising in a range of real estate matters including the sale and purchase of commercial and residential property, acquisition of development sites and commercial leasing transactions. 16 Adrian Kerr has been appointed as a Director and Head of Construction at Mills Selig. Previously with one of NI’s leading corporate law firms, Adrian brings a wealth of experience and expertise to lead and grow the firm’s Construction practice.

19 Michael Irwin

20 John Ardill

21 Aidan Larkin

17 Joanne Mulholland has been appointed as a Solicitor with the Mills Selig Property team. Joanne has an extensive background in real estate finance, asset management and corporate support work. Joanne joins the Mills Selig team having previously trained at a City of London firm and worked for one of NI’s leading corporate law firms. 18 Amyee Taylor has been appointed as a Solicitor in the Mills Selig Corporate team. Amyee has successfully completed her training contract with the firm and is a law graduate of Queen’s University, Belfast. 19 Michael Irwin has been appointed as a Solicitor in the Mills Selig Property team. Michael has successfully completed his training contract with the firm and is a law graduate of Queen’s University, Belfast.

22 Michele Stewart

23 Jen Higgins

24 Matthew McRoberts

Wilsons Auctions has announced a series of 20 key appointments. John Ardill is appointed as General Manager at the company’s 21 Mallusk head office operation; Aidan Larkin becomes Group Asset Recovery Manager to help facilitate the growing number of government contracts managed by Wilsons; 22 Michele Stewart takes on the role of 23 Group Accountant; Jen Higgins becomes PR 24 Executive while Matthew McRoberts joins the company in the role of Marketing Executive.

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Eye on Motoring

dfcbelfast.co.uk Motoring with Derek Black dbmotoring@btinternet.com

HANDY NEW SUZUKI CROSS-0VER OFFERS SPACE AND VALUE! Suzuki keeps coming up with really useful new cars and this facelift SX4 S-Cross really hits the spot as a compact cross-over in the fastest growing sector of the market in recent years. The small car specialist is also growing up in terms of offering more space.

bold new grille and reshaped headlamps give the S-cross some much-needed attitude in a zone where looks count as much as practicality. The sharper looks are backed up with perky new turbo-petrol engines, using the company’s unique booster jet design as well as a traditional diesel aimed at business buyers. The idea of a one-litre petrol engine in what is now a decent sized compact SUV sounds improbable. The 111PS

three-cylinder unit is actually almost as powerful as the previous 1.6 four-cylinder petrol engine and it feels just as quick. Importantly, it produces plenty of torque low down which makes for less stressful driving. A bit buzzy at high engine speeds, it copes better than I expected and returns 56mpg combined with 113g/ km emissions putting it in the 19% company car tax band. The 1.4-litre Booster jet

option has longer legs with a lively 140PS yet returns nearly 50mpg combined with 127g/km emissions meaning 22% tax bracket. Suzuki is hoping the S-cross will gain them a bigger slice of the fleet market and is offering a 1.6 DDiS diesel option with 120PS. This gives up to 68mpg combined, emits 106g/gm and is in the 21% band for tax. Prices start from a competitive £14,999 for a 1.0litre petrol in SZ4 trim - quite

a lot of car for the money with 16-inch alloys, air conditioning, cruise control, Bluetooth, USB stereo and seven air bags. The SZ-T package, aimed at business buyers, adds roof rails, climate control, keyless entry, parking camera and sensors, LED auto headlamps and running lights for £19,499. The S-Cross offers the choice of two or four wheel drive and six-speed manual or a surprisingly good six speed automatic.

savings are arguably not worth the loss in drivability. Talking of which, there is also spritely 190PS, a sort of GT TDI, which ups the pace, the price and the company car tax though it still manages almost 50mpg combined and is in the 29% bracket. While it is very nicely built and well behaved the Tiguan is in danger of becoming a premium SUV, depending which model

you choose. Cheapest to buy though not to run are the 1.4 TSI petrols from £22K which is fair value. Diesels kick in from circa £24K but if you want 4MOTION all wheel drive and polished R-line finish then you can easily cross the £30K bar - expensive even for a very good SUV. NB - you can buy s 2.0TDI SE version of the very similar SEAT Ateca for around £22K. That is another story….

CLASSY NEW TIGUAN COMES IN ON CREST OF CROSS-OVER WAVE! The previous model of the Tiguan was still achieving record sales even in its run-out year. No, it wasn’t as good as this new one. Rather, the compact SUV market as a whole has been riding the crest of a wave over the last couple of years.

itting on the serious rather than the fun side (Nissan Juke etc) of the cross-over market, the new Tiguan is built on VW’s universal MQB chassis which means it is literally a Golf on stilts. That is no bad thing for it has all the good features of the top-selling hatchback. Fractionally bigger than the old model, the new Tiguan looks more composed and wider. On the road it behaves very well with big 18-inch alloys, sharp steering and compliant springing. It does

everything with high competence though not much excitement. My car had the 150PS version of the ubiquitous 2.0 TDI engine giving a good compromise between performance and economy. Not as quiet as the 1.4 and 1.8 petrol equivalents but smooth and unobtrusive most of the time. Most importantly, it returns 58mpg combined and emits from 125g/km making it liable for 25% company car tax. VW also offer a 115PS version of the 2.0 TDI but the marginal

Supplying cars and vans to the business community

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Examples of Latest Offers at DFC Porsche Macan Estate S Diesel 5 Door

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Breakdown Cover Accident Management Road Tax For Contract Duration

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Eye on Motoring

DFC’s Introduction of RAC Telematics Delivers Enhanced Feet Support for Northern Ireland Businesses The introduction of telematics as standard in all business vehicles is helping Northern Ireland Vehicle Management Company get ahead of the competition when it comes to winning new business.

elfast-based DFC, who have been funding, supplying and managing vehicles for over 25 years took the decision to install RAC Telematics into its business fleet 18-months-ago, which along with RAC breakdown cover and accident management services, has enabled them to develop a powerful offering for customers. As a result of the improved driver behaviour that comes from the introduction of RAC Telematics, DFC customers have reported cost savings such as 15% reduction in fuel costs, with wear and tear and accidents becoming less of a factor. Uel Butler, Chief Executive at DFC, said: “We have a lot of positive feedback from

customers around the use of telematics, especially as they have none of the installation costs, but all the benefits that comes with the system. “Our customers see it as a no-brainer and we feel it is making a massive difference in terms of making those purchasing decisions easier. We feel it makes our offering more competitive when tendering for new contracts and having the backing of the RAC gives customers the reassurance that should they encounter any issues it will be dealt with in an efficient manner.” “When you consider the combination of RAC Telematics, along with breakdown and accident management, it is a powerful proposition and the brand carries a lot of weight. It means we can offer the complete package. “It’s really important that our customers have a hassle free lease term and having one point of contact to deal with any problems, enables this to happen.” DFC also expect to see vehicles being returned in better condition

at the end of the lease agreement, which in turn will mean less end of contract charges. Butler added: “The use of telematics is not as widespread in Northern Ireland as it is in other parts of the UK, but our customers are really seeing the benefits now, both in terms of cost savings but also safer driving and fewer accidents among staff.” RAC spokesman Phil Barnes said: “Since partnering with DFC, we have seen a strong upturn in deployment across both Northern & Southern Ireland. More businesses are looking to utilise the latest technology with a trusted brand and deliver additional benefits to their own networks. The approach has been welcomed by so many. DFC and the RAC engage actively to clients interested in change, interested in making improvements and interested in better work practice. Having the support of DFC locally, and the strength of the RAC technology really is delivering a good news story to businesses and we look forward to the continuing

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DFC is Northern Ireland’s only major independent locally owned Vehicle Management Company. For over 25 years DFC have supplied, funded and managed cars and vans. We are confident we can provide a cost effective solution for your business or individual needs.

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development into the New Year.” Committed to making the introduction of RAC Telematics a successful venture, DFC invested in Pauline Nelmes who had worked for a number of telematics companies spanning across a 20 year period. Pauline welcomed the opportunity to work for two prestigious brands in DFC and the RAC and has been massively successful in presenting the product to a wide network of businesses across Northern Ireland & ROI. Pauline said, “I was immensely impressed with the innovation and forward thinking from the owners at DFC, which was one of a number of factors why I decided to join the team 18 months ago. Over the past year and a half I have seen the product go from strength to strength and have had huge success in implementing the technology into both DFC and non DFC customers.” To find out more about how DFC can improve the way you operate company vehicles please call us on 028 9073 4222 or email sales@dfcbelfast.co.uk

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Eye on Motoring

dfcbelfast.co.uk Motoring with Derek Black dbmotoring@btinternet.com

POWERFUL HYBRID AUDI Q7 BEATS TAXMAN AT A PRICE! For its size and performance, the Audi Q7 produces pretty respectable returns in terms of fuel consumption and emissions. Take the now smooth and refined 3.0 litre turbo diesel and you get almost 48mpg combined and emissions of 153g/km, figures that would not disgrace a lot of smaller and slower cars.

emember that we are talking about a seven-seater, premium SUV that can hoist itself from rest to 62mph in 6.5 seconds. That translates into a lot of

quality driving in return for a 30% company car tax rating. You might even say that it was value for money. Certainly the Q7 sells best in its diesel form. Maybe it is not as performance-focussed as the BMW X5 but it is wonderfully comfortable especially if you go the extra and pay for gas suspension. With quattro all-wheel drive it also feels very stable on the road in all weathers and has the ability to venture into a muddy field, should you need to. Up until March this year, you could safely say that the Q7 3.0 TDI was

a best buy in its class. That was when Audi moved the goalposts for business buyers with the arrival of the Q7 e-tron, a plug in hybrid version of its winning formula. It uses the 3.0 TDI engine coupled to an electric motor to produce a machine that is a tad more powerful - it can accelerate to 62mph in just over six seconds - and drives a coach and horses through the company car tax regulations. Using the smoke and mirrors formula for hybrids, the e-tron

is rated at a staggering 156mpg combined. There is little chance of achieving this in real-time driving, of course. But, together, with an emissions calculation of 48g/km, it means that it is exempt from company car tax with a 0% rating! Mind you, Audi has a premium price tag of £65k for its green giant! Curious accountants will have to calculate if it can ever pay its way for the high-mileage executive…….as the TDI is likely to remain the best seller at starting prices around the £50K mark.

car tax. (The sleeker fastback gives slightly better consumption than the chunkier hatch.) I have long felt that the Mazda 3 was under-rated as a driver’s car. Getting behind the wheel of a new one in Scotland recently I was impressed by its smoothness and roadholding. Some rate it up with the Golf and Focus for its roadability. Inside feels plusher with a simple head-up display and the now

obligatory central touch screen. An electric parking brake, leather steering wheel and many smaller touches add to the quality feel. A new system of G-vectoring control ensures even distribution of power load to each wheel to ensure a more stable drive. The new Mazda3 is priced from £17,595 to £24,195, which is keen value when you compare the specifications to those of its obvious rivals.

STYLISH AND SURPRISING NEW MAZDA3 IS A FINE DRIVING CAR! Mazda is pulling out all the stops to give its wallflower model a new lease of the life - the new 3 comes as either a hatch or a slightly longer fastback and has a host of new styling touches inside and out. It also gets a new cabin and some innovative new technology.

he highlight from the business buyer’s perspective is the availability of the new 1.5 turbo diesel which feels faster than it is and has bottom line returns to keep the tax man well at bay. It is rated at 74mpg combined and has emissions from 99g/km putting it in the 19% company car tax band. With a modest 105PS, it is no ball of fire but has reasonable acceleration for everyday driving.

This is the result of Mazda’s unconventional SKYACTIVE approach to improving efficiency all round rather than introducing hybrids or electric cars. You can also still get the likeable 2.2 diesel which offers more oomph with 150PS or two versions of their 2.0-litre petrol engine offering 120 or 165PS. The larger diesel is better to drive and still manages 68mpg combined with emissions down to 104g/km and 20% company

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Eye on Motoring

Motoring with Derek Black dbmotoring@btinternet.com

A DIESEL SUV FOR UNDER £16K THAT’S THE TIVOLI TALKING! The Tivoli is a compact SUV from Ssangyong of South Korea. It is priced to compete, or in some cases, undercut, the new breed of soft roaders which are gaining popularity.

hough the styling is not unpleasant, the Tivoli is more of a workhorse than most of the trendy newcomers. It cuts a tougher image and offers more

space than rival cross-overs. The serious intent is underlined by the availability of four-wheel drive at price tags that are almost unbeatable. The range starts from £12,805 with a starter SE trim running to 16-inch alloy wheels, cruise control, Bluetooth, streaming stereo sound and no less than seven airbags. The headlinegrabbing price gets you a 1.6-litre petrol engine offering 128PS, reasonable everyday performance. Combined consumption is rated at 44mpg with emissions of 149g/km putting it in the 26% company car tax bracket.

Alternatively the 1.6 diesel option, from £15,850, has a little less power at 115PS but still gets along rightly thanks to its extra torque. The diesel returns up to 65mpg in front-drive format and up to 60mpg with four-wheel drive. These are more company tax friendly with emissions from 113 to 123g/km putting them in the 22 to 24% bracket. While the Tivoli is not quite state of the art in terms of driver appeal, it does not seem to have any serious vices and offers

a comfortable ride most of the time. Value is the keynote with the EX models giving 18-inch wheels, full leather upholstery, heated front seats, climate control and a reversing camera. The slightly longer ELX model has keyless entry, sat nav and automatic lighting and still weighs in at under £20K. This is all very tantalising for the hardpressed business buyer and any niggling doubts about future values are answered with PCP deals from just £160 per month.

NEW MOKKA X

TECHNOLOGY WHERE IT COUNTS

P11D FROM £17,400 | UP TO 72.4MPG | CO 2 FROM 103G/KM

Vauxhall OnStar* with Vehicle Diagnostics and 4G Wi-Fi**. 7-inch colour touchscreen with Apple CarPlay™ and Android Auto™. The New Mokka X. Go drive it. SEARCH NEW MOKKA X FLEET

Fuel consumption information is official government environmental data, tested in accordance with the relevant EU directive. New Mokka X range fuel consumption figures mpg (litres/100km): Urban: 32.8 (8.6)-64.2 (4.4), Extra-urban: 49.6 (5.7)-78.5 (3.6), Combined: 42.2 (6.7)-72.4 (3.9). CO2 emissions: 155-103g/km. Official EU-regulated test data are provided for comparison purposes and actual performance will depend on driving style, road conditions and other non-technical factors. 2016-17 tax year. General Motors UK Limited, trading as Vauxhall Motors, does not offer tax advice and recommends that all Company Car Drivers consult their own accountant with regards to their particular tax position. New Mokka X Design Nav (non-ecoFLEX) model illustrated features Amber Orange two-coat metallic paint (£555) and premium LED Adaptive Forward Lighting (£1160), optional at extra cost. * = Includes 12 months of OnStar services from date of first registration and a 3 month/3 GB Wi-Fi free trial period (whichever comes first) effective from the date the customer accepts the nominated network operator Wi-Fi T’s&C’s. Destination download feature only operates on models fitted with Navi 900 IntelliLink satellite navigation system. The OnStar Services require activation and are subject to mobile network coverage and availability. ** = Wi-Fi Hotspot service requires account with nominated network operator. 4G is subject to mobile network coverage and availability. Charges apply after the free trial period. The OnStar subscription packages could be different from the services included in the free trial package. Check www.vauxhall.co.uk/onstar for terms and conditions, details of availability, coverage and charges. Apple CarPlay and Apple are trademarks of Apple Inc. registered in the U.S. and other countries. Android is a trademark of Google Inc. All figures quoted correct at time of going to press (October 2016).

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