Business Eye October November 2019

Translink On Board With Barclays Bank

Issue 192 October/November 2019 £2.50 Voted best Business Magazine in Ireland 2005 and Magazine of the Year for Northern Ireland

Features:

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Driving Retail’s Tech Revolution

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Debating NI’s Energy Future

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UNIQUE

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Engaging With Business In New Ways

MAKE EVERY EVENT SPECIAL T B L I N T E R N AT I O N A L . C O M

Contents

Oct/Nov 2019 ISSUE 192

Cover Story

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Translink On Board With Barclays

Specials Henderson Technology…

At The Cutting Edge Of Retail Systems

Barclays has announced that Translink is the latest major Northern Ireland banking customer to join its growing business customer base here. The latest move sees Barclays Northern Ireland taking on the full range of corporate banking services for Translink including digital banking, transactional services, foreign exchange and counter banking account services.

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The technology behind retail is something that most of us take for granted. Darren Nickels, Head of Henderson Technology, likes it that way. “If point of sale technology becomes a talking point, it usually means that there’s a problem,” he says.

VANRATH Buys Belfast Office Building In Major Deal

Energy Futures

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The Future Of Energy In Northern Ireland

Leading recruitment agency VANRATH is planning for a new era of growth following a deal which has seen the company acquire one of Belfast’s highest profile Grade A office buildings in one of Belfast’s most significant commercial property deals this year.

Kearney Law…Barrister Turned Solicitor Leads New Firm

Business Eye joined forces with NIE Networks to stage a Round Table Discussion on the future of energy in Northern Ireland. NIE Networks is the owner of the electricity transmission and distribution networks in Northern Ireland, transporting electricity to more than 860,000 customers including homes, businesses and farms.

There aren’t too many lawyers around Northern Ireland who’ve seen different sides of the law in the way that Paul Kearney has. A native of Derry and a law graduate from Liverpool University, Paul has worked as both solicitor and barrister and has now established his own law firm in Derry & Belfast.

Patrick Minne & Engage…Driven By Ethics, Competing On Service Quality

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Northern Ireland’s active and vital third sector requires a dedicated approach when it comes to the recruitment and training of both full-time executives and volunteer trustees. That’s the view of Patrick Minne, Director of CO3’s new executive recruitment arm, Engage, launched this autumn to service the sector locally.

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Terry Bradley…New Avenues For NI’s Favourite Artist

The William J. Clinton Leadership Institute at Queen’s University has achieved a lot since its establishment and close relationships with its partners across the private, public and third sectors are vital for its future. Denise Falls, its newly-appointed Director of Strategic Partnerships & Engagement, looks to the future.

Eye on Talent

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Eye on Business Education

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Eye on Events

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Eye on Personal Finance

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Eye on Young Enterprise

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Eye on Agri Food

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Eye on Communications

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Eye on Business Eye Awards

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Eye on Moving On

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Eye on Economy

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Eye on Law

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Eye on Motoring

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Buckley Publications 20 Kings Road Belfast, BT5 6JJ Tel: (028) 9047 4490 Fax: (028) 9047 4495 www.businesseye.co.uk

Editor Richard Buckley Commercial Director Brenda Buckley

Business Development Manager Ciara Donnelly

Design Hexagon Tel: (028) 9047 2210 www.hexagondesign.com

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The Salthouse Hotel…A High Tech Haven On The Hill Ballycastle’s brand new Salthouse Hotel, perched on a hill above the town with stunning views out to Rathlin Island and beyond, might be small. But it’s perfectly formed and it does everything from breakfast to bedrooms remarkably well.

Terry Bradley talks to Business Eye’s Richard Buckley about new avenues for his trademark art and how his own battle with depression and anxiety has helped to shape his work through the years… and how it’s also encouraged him to help others.

Regulars

If Ulster University has always considered links to business to be important, the Ulster University Business School is about to accelerate its engagement with the private sector here.

It’s a charge being led by a new unit headed up by Professor Gillian Armstrong, a Professor of Business Education at the university and now its first Director of Business Engagement.

Leadership Institute…Serving Northern Ireland Business

Corporate Finance

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Ulster University Steps Up Business Engagement

Third Sector

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Photography Press Eye 45 Stockmans Way Belfast, BT9 7ET Tel: (028) 9066 9229 www.presseye.com

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With Brexit shelved, at least until the end of January and most likely for quite a bit longer, we’re back – yet again – in election mode here in Northern Ireland

Richard Buckley EDITOR Irish Magazine Editor of the Year 2005

Comment

“The electorate here has a gilt-edged opportunity to send a clear message to the political party that has helped, singlehandedly and of its own volition, to land us into this mess.”

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t’s something we’re well used to. Our roadsides don’t look quite the same when they’re not adorned with the eager, smiling and insincere faces of those who seek election.

But this particular election already feels different. Brexit is the big issue, and it looks set to change the face of democracy here.

Already, we’ve seen the parties quickly fall into Remain and Leave camps, the former including the SDLP, Sinn Fein and Alliance and the latter dominated by the not inconsiderable bulk of the DUP. And we’ve seen pacts being agreed.

Rarely popular amongst any political parties, the very existence of pacts shows that there’s a new determination to rail against Brexit.

What’s important now is that business people here in Northern Ireland use their votes and use them wisely.

Northern Ireland voted against Brexit, and the business community here is overwhelmingly against Brexit. So, whilst our business organisations can’t be seen to support one party over another (...although we don’t see why not), if they could, they’d be urging us all to vote for pro-Remain candidates.

Not to put too fine a point on it, the electorate here has a gilt-edged opportunity to send a clear message to the political party that has helped, single-handedly and of its own volition, to land us into this mess. A party that has refused to listen to the views of business leaders. And a party which has signally failed to grasp the opportunities that might have been presented by a business-friendly Brexit deal.

Will this election mark a sea change in Northern Ireland? Will it become the first election where we’ve shifted away from the old orange versus green theme? And will it be an election with a very different set of results?

Up to a point, the odds are that it will be. But we’ve been wrong before and we’ll be wrong again.

Northern Ireland politics always has the potential to disappoint. _______________________________ But there are always reasons to be cheerful.

As we head towards the 14th annual First Trust Bank Business Eye Awards at ICC Belfast on 28th November, we’re celebrating the fact that the awards have attracted their biggest ever entry from businesses and business leaders here...and the highest quality entry to date.

We’re expected to welcome upwards of 700 guests to the ICC on the night for the biggest, most popular and most successful business awards on the calendar.

But enough of the sales pitch. The quantity and quality of the entry this year is testament to the fact that Northern Ireland has a buoyant and highly successful business community, whatever the challenges that it has to face.

And, on the night of the 28th of November, we have some excellent finalists and winners to spotlight and celebrate.

It WILL be a night of celebration. Whether the evening of 13th December is for some of our leading politicians remains to be seen. We can hardly wait.

ICONIC

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HISTORIC

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UNIQUE

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Eye on News

Carson McDowell Beats Its Own Records To Top Prestigious Legal Rankings

Belfast-based law firm Carson McDowell has achieved its best-ever rankings in the legal profession’s two most respected industry guides, Chambers UK and the Legal 500.

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arson McDowell, Northern Ireland’s largest independent law firm, scored significantly higher than any other local legal firm, with more practice areas and more lawyers achieving their top ratings in both guides.

The firm has been consistently ranked as top local law firm in each guide over the past number of years but is particularly pleased to have beaten its own records for recognition of both its partners and its specialist teams.

Carson McDowell continued its recordbreaking success in the Chambers

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2020 listing, achieving the ‘Band one’ rating in 21 out of 26 practice areas and 23 partners given the top accolade.

This level of band one classifications means the firm significantly outperformed all other Northern Irish law firms featured in the guide.

In the Legal 500, Carson McDowell had the highest number of practice areas ranked in the Top Tier category and more solicitors named as “leading individuals” than any other Northern Ireland firm.

Twelve out of 14 of the firm’s practice areas were ranked as Tier 1 category and 17 leading individuals were named. Amongst the achievements, the Planning & Environment team at Carson McDowell was recognised as the only Top Tier firm for Planning and Environmental law in Northern Ireland by the Legal 500 rankings.

Neasa Quigley, Senior Partner at Carson McDowell said: “I am delighted but not surprised by the results of this year’s Chambers UK and Legal 500 rankings for our firm and people.

“Carson McDowell has a long-standing policy of hiring and developing the best talent and it is clear from these prestigious guides that our expertise is recognised by our clients and peers across a wide range of practice areas.

It is particularly pleasing to see some of our practice areas being awarded the highest accolades for the first time, including IT/technology and Insurance.

“The continued strong performance in these rankings serves to highlight our ongoing commitment to delivering the highest levels of service to all of our clients.”

Eye on News

Classic Mineral Water Company Doubles Production Capacity

Pictured (L-R) are Gerard Watters, Director, and Liam Duffy, CEO and owner of Classic Mineral Water Water Company with Caroline McKeown, Senior Relationship Manager, Commercial Banking NI at Ulster Bank and Declan Napier, Relationship Director at Lombard.

Ireland’s oldest water bottling company has invested significantly in its manufacturing facilities to more than double output capacity of its premium quality mineral water products.

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ith funding facilities provided by Ulster Bank and Lombard, the asset finance specialists, The Classic Mineral Water Company has completed a multi-millionpound investment in the purchase and commissioning of two new cuttingedge automated production lines.

When fully operational, the new lines will enable the Lurgan-based company to boost production capacity from 8,000 units per hour to a maximum 20,000 units per hour.

As well as boosting production, the new equipment will enable an

almost 30 per cent reduction in PET (Polyethylene terephthalate) per bottle.

Bottled at source, the company has five on-site wells commissioned which can supply its production lines with up to 100,000 litres per hour.

The investment comes as the soft drinks manufacturer seeks to build upon its existing customer relationships. It plans to return a five-fold increase in sales by expanding its presence in Ireland and entering the GB market over the next 3-4 years.

In September the company launched its new five-litre product to the market and now supplies this product to both Aldi and Tesco stores in ROI. Caroline McKeown, Senior Relationship Manager, Commercial Banking NI at Ulster Bank, said the company is entering a period of transformative change.

“The investment will enable the company’s new management team to propel what is a traditional business into the 21st century through the integration of high-capacity automated production

facilities. As one of Northern Ireland’s standout FMCG producers, a sector Ulster Bank is committed to resourcing, we are pleased to provide finance to The Classic Mineral Water Company to put in place the facilities that will equip the company with the means to expand its presence throughout the UK and Ireland.”

“We have an excellent, quality-driven proposition compared to other competitors in the marketplace,” explained Liam Duffy, CEO and owner at The Classical Mineral Water Company. “As the only company in Northern Ireland with certified natural mineral water status we are well positioned to capitalise on opportunities in the soft drinks and beverage sector with a locally-sourced and premium product.”

The 70-year-old company is one of only three companies in Ireland, and the only company in Northern Ireland, with natural mineral water status. Its water source(s) can all boast PH levels of between 8 and 8.3, and can therefore be classified as an alkaline water.

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Eye on News

ALG EVENT EQUIPS NI FIRMS TO AVAIL OF CHINA OPPORTUNITY Pictured (L-R) are: Mark Thompson, Partner, ALG; Tiernan McKeown, Solicitor, ALG; Chinese lawyers Chris Zhang and Teresa Yang; Sarah Dugdale, Associate, ALG and Jonny Hacking, Associate, ALG.

Corporate law firm A&L Goodbody (ALG) recently hosted a seminar for Northern Irish firms doing business in China or considering entering the Chinese market for the first time.

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uests at the ‘Understanding China’s Economic Drivers and Practices’ event heard from two lawyers from Shanghai and Shenzhen who are currently on the firm’s Chinese Lawyer Programme.

The event followed a ‘Doing Business in China’ workshop, hosted by NI Chamber of Commerce and Industry in partnership with ALG as one of the Chamber’s International Champions, together with Grant Thornton and Queen’s University Belfast.

ALG Associate Sarah Dugdale explained: “China is long-established

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as a prime market for Northern Irish exporters. In order to succeed in the Chinese market, firms are required to align themselves with the many cultural, economic and legislative nuances there.

“Today’s event at our Belfast office was about helping local firms to understand the many considerations that come with doing business in China and the real-time factors that continue to influence the business environment there, such as its current investment plans and policies.”

ALG Partner Mark Thompson continued: “Our Chinese lawyers provided invaluable practical advice on everything from market entry for early exporters through to growing market share in China and negotiating the complex investment and policy regime there.

“We have a deep understanding of China’s legal and business environment, underpinned by our practical experience and knowledge of doing business in China. We

support Chinese companies looking at business or investment opportunities in Ireland, north and south, as well as assisting local clients in relation to their business interests in China.”

In 2011 ALG established a Chinese Lawyer Programme in conjunction with a number of the top independent business law firms, corporates and universities in China. To date, over 70 Chinese lawyers have spent up to six months with the firm. They service clients and gain frontline exposure to ALG’s domestic and international client base as well as Irish State agencies involved in inbound and outbound investment. These lawyers also have the opportunity to work in-house with these clients or government agencies.

ALG lawyers have similarly gained experience working on secondment in the offices of Chinese law firms for periods of up to four months.

The Programme is the first of its kind in Ireland and remains unique in the Irish market.

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Eye on News

CHARITY PARTNERSHIP IS ONE IN 3 MILLION In what is a ground-breaking achievement, SuperValu and Centra retailers have reached a landmark fundraising target of £3 million for Action Cancer one of the largest amounts ever raised by a company for an individual charity in Northern Ireland.

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hanks to the commitment of SuperValu and Centra retailers in Northern Ireland, Action Cancer is able to provide life-saving services in local communities through the Big Bus as well as the Health Action Programme (HAP).

Michael McCormack, Managing Director of SuperValu and Centra said – “We are proud to have reached our £3 million fundraising target for Action Cancer. Our retailers and colleagues have worked tirelessly over the years to raise money and this impressive result is testament to their dedication.”

The Health Action Programme is all about championing health promotion and empowering local children to make the right choices when it comes to their health and lifestyles. The programme has worked with nearly 500,000 pupils across Northern Ireland and Michael

McCormack stresses the importance of delivering a healthy lifestyle message to today’s younger generation.

Commenting on the impact of the programme, Mr McCormack said: “Encouraging healthier lifestyles in younger years can reduce the risks of cancer in later life, so ensuring that this message resonates with our young people is something that SuperValu and Centra passionately support. Our retailers have worked tirelessly to raise over £3miillion, to enable Action Cancer to continue providing this fantastic service.”

The Big Bus, which now visits both SuperValu and Centra stores, is a mobile resource centre, providing digital breast screening for women as well as offering M.O.T. health checks for men and women aged 16 and over. In the first half of 2019, the Big Bus has travelled to over

Pictured L-R: Desi Derby, Marketing Director of SuperValu and Centra and Gareth Kirk, CEO of Action Cancer are joined by local school pupil Elle Woods to celebrate SuperValu and Centra retailers reaching a landmark fundraising target of £3 million for Action Cancer

151 locations, providing over 1,963 MOT Health Checks and over 3,624 breast screenings, with an average of six women diagnosed with Breast Cancer per 1,000 women screened.

Gareth Kirk, CEO of Action Cancer stresses the importance of keeping this service on the road – “The Big Bus touches people’s lives in different ways. For some women, it’s an early breast cancer detection, saving their lives. For others, it’s reassurance that they do not have the disease. Many other men and women gain valuable first-hand insights about their health and how to reduce their risk of cancer.

The Big Bus is fuelled by the passion and commitment of our staff, alongside our partners at SuperValu and Centra whose valuable fundraising has made this crucial service possible; together we make a

difference to local people every day.”

The longstanding partnership goes back 18 years to 2001 with SuperValu and Centra retailers supporting the vital work of Action Cancer and making a tangible and valuable impact to the people of Northern Ireland. The SuperValu, Centra and Action Cancer partnership continues to go from strength to strength with plans already in place for a brand-new Big Bus to be unveiled in 2020 and retailers actively looking at new ways to fundraise.

Michael McCormack, Managing Director of SuperValu and Centra, concludes – “This fundraising milestone is a result of the dedication of our retailers and colleagues - and importantly - the generosity of our customers; we want to say thank you to them for helping us to support the incredible work of Action Cancer.”

Kingsbridge Opens The Doors To New State Of The Art £1M Ward The first phase of expansion plans has been completed by Kingsbridge Healthcare Group with the opening of a new million pound 6-bed, state of the art ward at Kingsbridge Private Hospital in Belfast.

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ver the next 18 months, the Group will be increasing patient capacity by 30% and taking on 30 new staff to service a range of innovative facilities and services.

These include an onsite pharmacy and luxury rooms with flat screen TV, ensuite facilities and bespoke reclining chairs for patients and settee bed should visitors require. Local artist Kathryn Callaghan was commissioned to create a vibrant artwork of the Mournes for each room.

Kingsbridge Healthcare Group (formerly 3fivetwo Group) have also extended their very successful Private GP service which is now open at their Maypole Clinic in Holywood.

Mark Regan, CEO at Kingsbridge said the investment reflects the Group’s aim to bring 5 star service and facilities to all their patients, many of whom travel from

the Republic of Ireland for treatment.

“We are simply responding to increased demand,” he explained. “More local people are self-funding or using private health insurance to avoid lengthy hospital waiting lists, particularly for procedures for hips and knees, which is why we are ranked in the top 10 of 200 private hospitals on the UK’s National Joint Register.

“It’s also not hard to see why a lot of our patients liken Kingsbridge to a hotel rather than a hospital. Along with excellent medical service, we provide first class accommodation, along with meals made from local produce by our own inhouse chef.

“We are delighted to get this project delivered to deadline, thanks to the dedication of the Kingsbridge team, led by General Manager Sarah Marks, and look forward to the next phase of our expansion in 2020.”

(l-r) General Manager Sarah Marks is pictured with CEO Mark Regan in new £1m 6 bed state-of-the-art ward at Kingsbridge Private Hospital in Belfast.

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Eye on News

NIE NETWORKS SOARING HIGH In The Protection Of Northern Ireland’s Wildlife

Pictured [L-R] is Vickie Chambers, Supporter Relationship Manager at Ulster Wildlife & Hal Steele, Safety Engineer at NIE Networks

NIE Networks has announced that it is playing a vital role in the protection of Northern Ireland’s wildlife and surrounding environment through a threeyear partnership with Ulster Wildlife, having been awarded a Wildlife Aware accreditation by the charity..

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he company has been educating employees and contractors about some of Northern Ireland’s most protected biodiversity, making the safeguarding of wildlife a priority and ensuring their work has minimal impact on the local landscape and natural habitats.

NIE Networks has collaborated

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with Ulster Wildlife to develop a bespoke Wildlife Aware Guide and associated training programme for employees to help them protect and identify wildlife and better understand the environment they come in contact with daily.

Alastair Usher, Environment Officer at NIE Networks, commented:

“Protecting the landscape and wildlife we come in contact with has always been our priority but partnering with Ulster Wildlife has been fundamental in taking that commitment to the next level.

“We deliver a vital public service and there is essential work we must carry out to ensure we have a reliable electricity network. The guide and training programme means our teams are better informed about the ecosystems they are working in and the importance of working in harmony with those systems to ensure wildlife remains protected.

“Many of our sites are natural habitats for species protected under European legislation. Our staff are now better equipped to identify where their work could have an impact

on wildlife and the steps they need to take to protect species including birds, badgers, otters and bats.”

Vickie Chambers, Supporter Relationship Manager at Ulster Wildlife, added: “We are delighted that NIE Networks has taken this very positive step to further educate their staff and create an awareness of looking after our natural environment.

It is very encouraging to see them delivering a strong biodiversity programme within their business.

“A key priority for us is working with communities and businesses to ensure everyone can live and work alongside nature in a positive way.

We hope others will take their lead from the example NIE Networks is setting through its commitment to being Wildlife Aware.”

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Eye on News

Handcrafted Gallery Supports 55 Makers In First Year Ards Business Hub has given specialist support to 55 craft entrepreneurs involved in the creative industries in the past 12 months

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he figures were revealed as it celebrated the first anniversary of its Handcrafted Gallery in South Street in Newtownards.

Chief Executive Nichola Lockhart said that the aim of the gallery was to provide support for local makers to enable them to grow their businesses with a view to opening their own premises.

She said: “The Handcrafted Gallery was a new venture for us as it is the first time we have opened our own retail unit to

provide support to the creative industries. It is an important addition to our mission to encourage entrepreneurship and grow the local economy.”

Ms Lockhart added: “We would appeal to all arts and crafts makers in the area to come to the Handcrafted Gallery, talk to the makers already here and see how we can work with them to develop their businesses.”

This year Ards Business Hub plans to support 60 creative businesses and host ten ‘Meet

Nichola Lockhart, Chief Executive of Ards Business Hub and artist John Magill, outside the Handcrafted Gallery, which has supported the work of 55 makers in its first year. Ards Business Hub opened the gallery to provide specialist support and help grow the creative industries in the area.

the Makers’ events at the gallery.

It is also arranging for makers to attend trade shows in Ireland

and to carry out business needs assessments to help them to develop and grow.

HALIFAX FOUNDATION FOR NORTHERN IRELAND’S £1.2M BOOST TO CHARITIES Northern Ireland’s leading charity foundation, which contributed more than £1.2m to the most vulnerable in society this year, has pledged to increase its funding even further to local charities.

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Pictured at a celebration event at Stormont were Lloyds Banking Group Deputy Ambassador for NI, Janine Donnelly; Head of Community Engagement for the Department for Communities, Joanna McConway; Halifax Foundation for NI Chair, Imelda McMillan and Executive Director of Halifax Foundation NI, Brenda McMullan.

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alifax Foundation for Northern Ireland, during a special ceremony in Parliament Buildings, released details of its most recent spending round, handing out 568 grants totalling £1,238,340 to 353 charities.

This is £150,000 more than the previous year’s support with the figure set to be increased next year as it announced a major overhaul to its grants procedures.

Dozens of representatives from charities receiving grant aid were present at the event in the Long Gallery at Parliament Buildings, along with political representatives.

Halifax Foundation for Northern Ireland is a grant making Foundation, whose income is derived from Lloyds Banking Group. It supports registered charities, helping people who are disadvantaged and disabled play a fuller role in their communities. For the past 34 years the Foundation has distributed £37.5m to an estimated 10,500 different projects improving the lives of disadvantaged people.

Applications for funding can be made online at www.halifaxfoundationni.org

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Eye on Education

Invest in Talent providing opportunities for employers, employees, and organisations to work collaboratively in addressing problems/opportunities.

Catherine McBride, Operations Director for Gradworks stated, “As industry leaders in work-based learning, Edinburgh Napier University adopt a delivery model designed to minimise time out of the workplace.

In Year one the teaching is delivered over 27 days off the job. In Years 2 and 3 the programme shifts to a blended learning approach and will operate on a ‘day a month’ release. Students are supported through directed learning delivered through Moodle, their Virtual Learning Environment.

Each year the students will engage in a professional practice module.

The employer, student, and academic mentor will agree upon a project bespoke to the organisation’s needs.”

“As industry leaders in work-based learning, Edinburgh Napier University adopt a delivery model designed to minimise time out of the workplace.”

Catherine McBride, Operations Director for Gradworks

A new initiative which allows employees to study for an honours degree without leaving full-time employment is being launched in Northern Ireland.

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dinburgh Napier University will deliver the BA (Hons) Applied Business degree from January 2020 in collaboration with Coleraine-based Gradworks.

The course will boost employees’ skills and improve their career prospects. Gradworks will work with businesses from a variety of sectors to identify staff to recruit as students to the programme.

Employers will benefit from the work-based learning assessments

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students undertake from the outset, which will balance theory with day-to-day work experience to give them fresh insights. Significant business benefits will also come from the assessed work-based projects students will undertake.

This three-year degree was developed to address the key skills gaps within a number of sectors; maintaining and developing current employees and attracting the best new talent to your organisation; and

Edinburgh Napier University’s Business School has a strong Industry track record in creating work-ready graduates for the national labour market. This new course is a significant step towards helping businesses to engage their key employees and thrive in a rapidlyevolving commercial environment.

The course allows students to achieve a BA (Hons) degree from one of the UK’s leading universities in three years, and to learn in an environment that is directly linked to their degree.

work-based degree programme will benefit local employers and employees in upskilling the workforce. The opportunity for organisations, employees, and academic staff to work together in solving real business challenges will produce graduates who are able to contribute to the future economic and social prosperity of the region.

We welcome this programme which offers employers a facility to strengthen their leadership and provides employees the opportunity to study for a degree whilst remaining in employment, reducing financial barriers to accessing Higher Education opportunities. In addition, participating Invest NI companies may be eligible for financial assistance towards the course fees through our ‘Skills Growth’ programme.”

The new Applied degree programme has been developed over the last two years in response to local industry needs. Gradworks has undertaken research with both the public and private sectors to determine the best and most cost effective way of upskilling their workforce and at the same time attracting new talent into the organisation. As a result, Gradworks will promote and facilitate undergraduates participating in a new Edinburgh Napier University’s BA (Hons) in Applied Business which has been specially designed for the local economy.

In the QS World University Rankings 2017, Edinburgh Napier was awarded a maximum 5 stars for teaching and employability and it is ranked highly in the UK for nurturing student talent. The University will provide ongoing academic and pastoral support to students throughout the duration of their studies.

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nvest NI’s Director for Skills and Competiveness, Niall Casey, said, “Gradworks have undoubtedly recognised gaps and opportunities in the labour market. This new

You can contact Catherine McBride at Gradworks via: Tel: 02870511377 Email: c.mcbride@gradworks.co.uk www.gradworks.co.uk

Eye on Financial Planning

Lost Pensions

By Peter Savage, Fairstone Chartered Financial Planner

Nearly two thirds of UK savers have more than one pension and changing work patterns mean that the number of people with multiple pensions pots will increase.

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eople typically lose track of their pensions when changing jobs or moving home and the Government predicts that there could be as many as 50 million dormant and lost pensions by 2050. Fairstone Chartered Financial Planner Peter Savage looks at so called lost pensions.

In my 20-year career, I have been a member of three company pension schemes and I have also had two private arrangements. Given that the employment landscape has evolved significantly over the last few decades and changing jobs multiple times before retirement is now very much the norm, I don’t think this is unusual.

The days of a job for life have certainly passed. As a financial planner, I have been lucky in that I have been able to track and consolidate my pension when appropriate. However, figures recently released on the back of research carried out by the Association of British Insurers, show there is an estimated £19.4 billion unclaimed sitting in around 1.6 million pension pots – the equivalent of nearly £13,000 per pot. Most people I know probably wouldn’t forget having £13,000 lying in a bank account – I still remember that I have a student account with Bank of Scotland with 73 pence in it. So, why do some people forget about their pension built up with an ex employer?

Usually this can occur if an individual moves home and doesn’t update their previous pension providers. This problem is estimated to get bigger over the years with the introduction of auto-enrolment.

What should an individual do if they think they may have an old pension lying around somewhere?

Let’s examine a case study of Sheryl.

Sheryl is 55 and married with two financially independent children. She has worked for various employers over the last 35 years. She currently has a pension through her current employer valued at £150,000, but doesn’t know how to start to investigate to see if she has any ‘lost pensions’. If she doesn’t have any idea of the previous pension providers, then she should start by contacting the Pension Tracing Service. This is a free service which searches a database of more than 200,000 workplaces and personal pension schemes to try to find the contact details that an individual may need.

Moving on, Sheryl has managed to trace two pensions worth £23,000 and £7,000. This has increased her pension funds by 20%. So, should she consolidate or keep them as they are?

Bringing together all of Sheryl’s different pension pots could provide a clearer picture of her retirement asset and enable her to make a more informed choice about her retirement. She could invest the funds with the same strategy under one plan and potentially benefit from lower charges on newer pension contacts or improved investment performance. All of the current plans may not allow the potential flexibility Sheryl may want.

However, a pension consolidation is not always appropriate. An individual may have a lost defined benefit plan and having a guaranteed income may suit the individual better. A defined contribution plan may also have valuable benefits such as a guaranteed annuity rate which could provide a high level of guaranteed income which would be lost if switched to another plan.

Because there are both advantages and disadvantages associated with consolidating pension pots, it can be a complex decision to work

Source data: The Lost Pensions Survey includes data from 12 large insurers, covering around half of the defined contribution pensions market.

The Association of British Insurers is the voice of the UK’s world-leading insurance and long-term savings industry.

TRANSFERRING OUT OF A FINAL SALARY SCHEME IS UNLIKELY TO BE IN THE BEST INTERESTS OF MOST PEOPLE. A PENSION IS A LONG-TERM INVESTMENT. THE FUND VALUE MAY FLUCTUATE AND CAN GO DOWN, WHICH WOULD HAVE AN IMPACT ON THE LEVEL OF PENSION BENEFITS AVAILABLE.

out. This is where Sheryl could benefit from taking advice from a financial planner who can listen to what her needs and objectives are and create a proposal using the pensions plans in the most appropriate and advantageous way. Hopefully that way Sheryl will avoid adding to the estimated 1.6 million unclaimed pension pots.

To find out more about the breadth of financial planning services that we offer to both individual and corporate clients, don’t hesitate to get in touch with us and quote ‘BE November’, to receive a no obligation initial consultation.

T: 02892 605 088 E: info@fairstoneni.co.uk

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Eye on Retail

Henderson Technology...

At The Cutting Edge Of Retail Systems

The technology behind retail is something that most of us take for granted. We expect to nip into a shop or forecourt, select what we need, pay for it and be back out again within minutes, purchases in hand...with little if any thought for the technology and systems that lie behind the experience.

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arren Nickels, Head of Henderson Technology, likes it that way.

“If point of sale technology becomes a talking point, it usually means that there’s a problem,” he smiles. “So we’re more than happy to be working away in the background with no one really noticing what we’re doing.”

Henderson Technology employs a dedicated team of 50 people at its base between Mallusk and Templepatrick and forms an integral part of the Henderson Group, one of Northern Ireland’s largest and most successful private sector companies.

And the fact that this is a technology company inextricably linked to a major retailer is one of the keys to its success in local and export markets.

The company, as Darren Nickels explains, started out more than 20 years ago as part of the wider group’s IT department. “We looked after technology throughout the group with the emphasis of our team on the all point of sale technology in the store network and how it linked into the core warehousing and management systems, and we bought what we needed from the tech marketplace.”

But around 12 years ago the team had a lightbulb moment and started to look at the idea of designing their own point of sale solutions. “We did all the homework, we brainstormed, we researched and we came up with a system that not only worked, but worked better than anything else we had come across,” says Darren.

EDGEPoS, Henderson Technology’s point of sale system, was born and more than a decade on it’s hard at work in almost all of Henderson Group’s 470 or so SPAR, EUROSPAR & VIVO outlets in Northern Ireland and in 150 stores along Australia’s eastern seaboard.

EdgePOS has since broken into the GB market, and in 2020 will enter the Republic of Ireland market as well.

“It’s been quite a journey to get to this point,” Nickels adds. “And it’s taken millions of pounds in investment from our parent company. It took us a full two years from perfecting the technology to installing the first system in a SPAR shop in Magherafelt back in 2010.”

The technology didn’t just have to be developed, tested and re-tested. It also had to be available at a price point retailers could manage. Owners of SPAR stores could not absorb the high costs of large-scale in store technology in the way major multiples could, and so the system had to be developed on a robust, but cost effective platform.

“We’re well aware that point of

Eye on Retail sale technology needs to blend into the background and that it must be cost effective,” adds Darren Nickels.

“We’re also aware that it has to work and to be resilient and reliable. If a till goes down, it’s a big, big problem for a retailer. And our system is at work in stores with everything from a single till to 15 of them.”

He’s convinced that one factor sets Henderson Technology apart from its many competitors in the point of sale marketplace.

“We are the only point of sale technology developer that uses our own system in our own network of retail outlets. So, in our widest sense, we’re a retailer as well as a technology company. All of our competitors are technology companies trying to understand retail from the outside.”

Like most of his counterparts in the world of technology, Darren Nickels believes in the current buzz phrase that ‘data is the new oil’. “Data is what drives our business and that of our group,” he says simply. “And a good point of sale solution is all about data.”

Today’s point of sale technology is a lot more sophisticated than most shoppers realise. It doesn’t just read a product bar code, bring up a price, open the till cash drawer and do the sums for the counter assistant.

“It also has to factor in price promotions, cross promotions, meal deals, buy one, get one free deals, coupons, loyalty cards, age permissions and a whole lot more besides...and it has to do all of that within split seconds.

“Then, after the transaction, it feeds the sales data back into the system. In all modern stores today, sales data feeds into a system that automatically orders to replenish stock in real time. So it’s a stock management tool, a sales information tool, and an accountancy package as well.”

And all of this is covered by stringent legislation. Henderson Technology, as a key supplier of point of sale systems, has to work alongside the Government’s National Measurement Office to ensure that it complies with the laws around petrol pump authorisation, age restrictions, VAT and the printing of clear customer receipts.

The Henderson Technology team based north of Belfast includes a team of on-call customer advisers (available 24/7), product support professionals and mobile field engineers who can be out at a retail site if required to rectify problems.

Their headquarters building, once the Barnett’s Inn pub, also doubles up

as the Henderson Group’s continuity site. Should disaster strike at the main Henderson campus three miles away in Mallusk, the offices can be up and running all of Hendersons core systems in a matter of hours.

The company has its sights firmly on export markets based on its success in Australia. This market breakthrough came about when an Australian tech professional working on the initial development of EDGEPoS spotted a gap in the Australian retail space when he returned home to Melbourne.

“We travelled out and researched the market, and the end result was that we opened up an office in Melbourne.

We’re now working with key industry players across the country, supplying our system to over 130 stores up and down the east coast of Australia, a number that’s growing all the time.

“We even provide telephone support

from Belfast for Australian customers during the night time hours down there.”

Henderson Technology went on to break into the GB marketplace 18 months ago, working with all the key suppliers in the Wholesale market, and it is already working with a number of potential customers south of the border. The company, incidentally, doesn’t sell its systems. Instead, it leases its solutions to customers with technology backed up by maintenance and customer support – a model that allows its customers to free up much needed capital.

It’s currently working on the roll-out of its in-house designed self-checkout technology. Already installed at some 60 SPAR and EUROSPAR and VIVO stores here in Northern Ireland, it’s due to be rolled out to other parts of the network.

“It’s a much lower cost solution,” explains Darren Nickels. “The two downsides of self-checkout technology

from a retailer perspective are the high cost and the fact that self-checkout stations take up too much space.

“Our solution addressed both concerns. It can be added to the main checkout desks, used as and when required, and it’s less expensive than the self-checkouts currently used by some other retailers.

“The self-checkouts have been a big success. In one SPAR store, for instance, upwards of 5,000 customers a week are using its self-checkout facilities.”

And the Henderson Technology team was also responsible for the highly successful launch of the ground-breaking Gander app, a truly global first initiative which provides up to the minute information on yellow sticker short dated goods available at a discount in over 300 SPAR and EUROSPAR stores across Northern Ireland. Hailed as a means of cutting down on food waste and adding value for shoppers, the Gander app has already notched up over 20,000 downloads since its recent introduction, and retailers offering the solution have seen reductions in food wastage figures, with shoppers getting access to even more bargains.

Henderson Technology’s focus for the future is for continual evolution and innovation, and to that end is now working on ‘scan while you shop’ technology to take their customer convenience ethos a stage further, alongside cutting edge innovations in food pre-ordering and click and collect apps.

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Eye on Cover Story

Translink On Board With Barclays Barclays has announced that Translink is the latest major Northern Ireland banking customer to join its impressive corporate customer base here.

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he latest move sees Barclays taking on the full range of corporate banking services for Translink, including digital banking, transactional services, foreign exchange and counter banking account services.

Barclays Relationship Director Joanna McArdle led the implementation team at the bank. “Switching Translink’s corporate banking services has been completed smoothly and quickly,” she says. “Our processes are designed to ensure partnership working and a seamless transition with minimal disruption to the client’s business.”

Barclays Head of Corporate Banking, Adrian Doran is pleased with the move.

“We’re very proud to be working with an organisation of Translink’s size, scale and complexity, and we’re pleased that they’ve become the second large-scale organisation here to move to Barclays this year, hot on the heels of Ulster University this summer. Both organisations have a big focus on digital transformation, and our capabilities in this area have been a major factor in them choosing to bank with us.”

Adrian Doran is quick to emphasise the importance of leading edge technology to the deal. “As a bank, Barclays has invested close to £150 million per annum over the past number of years on its technology

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platform. Our sector industry teams are also a real USP for us – for instance we have direct experience with other major players in the public transport sector across the UK which was incredibly useful,” he says.

“As Translink, like many other organisations, continues to move away from cash and towards card and other forms of electronic payment, technology and innovation is absolutely vital.

“It’s up to us to make the management of payments, and everything else along the banking path, as seamless as we possibly can. Our package of services to Translink extends from the very latest biometric readers which use finger veins for enhanced security log-in, through to contactless payment technology to make life easy for Translink customers.”

“One pound in every four pounds spent here in the UK every day is via a Barclays credit or debit card, so I think it’s fair to say that we’re front and centre of the cashless payment revolution on these islands.”

Paddy Anderson, Translink’s Chief Financial Officer, says that his organisation’s decision was based on the strengths of Barclays as a partner bank.

“We recognised that their strengths lie in a number of vital areas for our business, firstly their credentials and relevant

Adrian Doran and Joanna McArdle of Barclays with Paddy Anderson, Translink’s Chief Financial Officer

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Eye on Cover Story experience when it comes to meeting Translink’s transactional requirements, which meant that they really understand our business and the challenges that we face.

“Secondly, they have a clear commitment to innovation with a very impressive digital banking solution that reflects our own ambitions to streamline our customer experience through new digital payment technologies.

“Through its UK, Irish and global banking presence and its partnership approach, we look forward to Barclays adding real value to our relationship, at both an operational and strategic level.”

Barclays secured the Translink business following a competitive tender process in a highly competitive local business banking marketplace and both Adrian Doran and Joanna McArdle are convinced that the win is testament to Barclays’ hands-on local approach combined with the bank’s obvious global strength, as well as its largescale investment in banking technology.

“We’re looking forward to working with Translink at an exciting time in its innovation and development, from the successful launch of the Glider service last year through the introduction of its Future Ticketing System, and the forthcoming development of the new transport hub in Belfast and the completion of phase two of the hub in Derry/Londonderry,” says Joanna McArdle.

“Public transport here in Northern Ireland is clearly on an upward trajectory, and we are very pleased to be working in partnership with Translink going forward.”

Adrian Doran wants to extend Barclays new era banking to more large-scale customers right across the business and public sector spectrum. “I think there are a lot of opportunities out there to extend what we’re doing for Ulster University and Translink to other large organisations, particularly in the public sector. New technology and innovation can yield significant savings and efficiencies, particularly for firms that have not tendered their banking for a long time.”

Ulster University & Barclays Graeme MacLaughlin of Barclays (left) with Ulster University’s Chief Financial Officer, Peter Hope, outside the new Belfast campus development.

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lster University has signed a contract with Barclays which will see the bank taking on all day-to-day banking services, from payments, salaries and wages, through to the collection of student fees, direct debits and foreign exchange. With rapid developments in technology, this is likely to evolve to include

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cashless payments for everything from library fees and photocopying cards to grabbing a cappuccino.

Ulster University has 27,000 students across four campuses in Belfast, Coleraine, Jordanstown and Magee in Derry-Londonderry. The current development of its new 75,000 sqm campus in Belfast’s Cathedral Quarter is providing

an ideal catalyst to begin the financial transformation whilst infrastructure is being built.

Barclays Corporate Banking Relationship Director Graeme MacLaughlin said, “The leadership team at the university has been really visionary in its approach.

With the Magee and Coleraine campus investments accompanied by the construction of the new Belfast City Centre campus, the University has an opportunity to do things differently and that includes a modern approach to financial technology. Many universities around the UK have the ambition to go cashless but very few are in the position to achieve it.

“Barclays has always been at the forefront of digital innovation in banking and this is driven by our focus on the user experience. In this case, Ulster University’s customers are young people who have come of age without reliance on traditional payments, paperwork and over the counter cash transactions.

The University’s ambition to make all types of payments cash-free, contactless, instant and secure, is precisely as today’s students have grown up to expect.”

With student finance issues contributing significantly to a student’s overall university experience, tech savvy students are also seeing the benefits of financial technology which allows them to track their spending more accurately.

Peter Hope, Ulster University’s Chief Financial officer said, “We’re competing in a global marketplace for students and we recognise that a great overall student experience is just as important in attracting and retaining students as the tuition and courses available. With the recent campus investments including tech-led solutions for our digitally savvy students, we are seizing the opportunity to make some really exciting innovations which will further demonstrate Ulster University’s place as a progressive, modern institution. The vision for our Belfast campus will reimagine the approaches to teaching and ensure that our state-of-the-art Belfast campus implements best practice from our other campuses.

We are delighted that with Barclays’ support, we will be able to introduce the latest payment technology to all our campuses.”

Eye on News

GENESIS BAKERY Gets A New Look

Just weeks after announcing expansion plans and a major recruitment campaign, Genesis bakery in Magherafelt has unveiled new products, new recipes and a whole new look.

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ormerly known as Genesis Crafty, the company has dropped the ‘crafty’ and changed its strapline to Genesis - Baking it better since ’68.

Belfast design agency, Thought Collective, was commissioned to manage the rebrand, which follows the announcement that Genesis is investing over £750,000 in the business

and recruiting an additional 35 staff.

The new identity is also being supported with an improved, expanded product offering, as Paul Allen, executive chairman, Genesis explains: “We have been listening to customer feedback and have introduced a fresh, bold contemporary new look for the Genesis brand range. Our customers love our products’ traditional credentials and with new eye-catching packaging, they will be able to see exactly what they are getting.

“Our extensive customer research also led us to develop new recipes, with an increased shelf life and even better taste. The range, which includes delicious wheaten bread, pancakes, scones, soda bread, hot cross buns, coconut and iced fingers, brioche rolls and baps, has been rolling into stores over the last

few weeks. A revamped cake range is also planned for the new year which will see new lines sitting alongside the company’s established favourites.”

Genesis products are sold in more than 700 stores across Northern Ireland. The brand has an impressive 50-year heritage and the use of premium ingredients ensures customers get a fantastic product each time they buy a Genesis branded product. The bakery also produces a range of bread and cakes for many of the UK’s largest and most prestigious retailers including Marks & Spencer and Waitrose.

The company currently employs more than 350 staff in its Magherafelt premises with further recruitment scheduled in the next 12 months to keep pace with the level of ongoing expansion that the business is experiencing.

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Eye on Communications

Use Your Phone For Best Business Results It’s easy to forget just how amazing smartphones are.

By Stuart Carson, Rainbow Communications

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ou can write and check emails, buy your groceries, book your holidays and see what the weather is going to be next week – and that’s before you have downloaded an app that can count your steps, help you learn a language, watch a movie or listen to your favourite music.

The smartphone is without doubt central to the way we live today. We’re all techsavvy and Wi-Fi hungry.

With so much going on in these handy, mobile devices, it’s easy to forget their primary function. Making calls.

In business, telephone interaction – and if you can, faceto-face meetings – are vital. It may seem like a small thing to make or return a call, but you might be surprised about how people will write an email instead.

It’s what many of us are doing, whether we realise it or not.

But if you’re not using your actual phone for calling, you’re missing a major business trick.

Nothing beats a phone call. It’s real life. It’s about relationshipbuilding and communicating in the best way possible.

Conversations are vitally important for business and it helps to make real networking much easier to do. People don’t recognise you by your emails.

Conversations also help us decide who to do business with. They’re a tipping point for business and, ultimately, they help customers and clients make a decision.

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Stuart Carson is Sales and Marketing Director at Rainbow Communications, Northern Ireland’s largest independent telecom provider. For more information on its full range of services, including bespoke solutions, visit www.rainbowcomms.com

You might also assume that people would rather an email, text or tweet – but they’re not always the best conversation starters.

Most people really do appreciate a call, and while it might take you briefly out of your ‘comfort zone’, you’ll be glad you did. It shows you’re keen to go the extra mile and are keen to act quickly.

By calling more often, you won’t have to over analyse email responses and ‘craft’ appropriate replies. With a call, there’s little room for misunderstanding and the tone of your call should tell you everything you need to know.

The great thing is, it’s never been easier for you to get in touch.

Greater convergence between mobile phones and fixed-line phones, where staff have just one number which they can be reached means you can make calls anywhere at any time. ‘Fixed

line’ phones are already becoming a thing of the past, with built in mobile apps such as Avaya, replacing the ‘old style’ handset and freeing up more desk space.

In fact, the smartphone in your hand has more potential for business use that many people realise. If you want your contract to work for you, you need to make sure its properly used as an essential business tool.

Your telecommunications system is an investment not only in your future growth but in your ability to grow. It will give you better working from home, with easier access to resources that are stored online and even greater IT security. From powerful video and conference call quality, the options for greater engagement are endless.

It’s also never been a better time to prepare. With Openreach

starting to phase out the ‘old’ ISDN networks, it means that futureproofing your communications infrastructure is a task you need to start thinking about now.

According to Ofcom, there were still an estimated 6.4 million fixed lines belonging to business in 2018 and it’s estimated that only half of all of businesses are switched on to the pending switch-off ahead.

Voice over Internet Protocol (VoIP) technology is the replacement of choice and it’s readily available now. A reasonable internet connection is all you need to access the unrivalled flexibility, additional capacity, security and money-saving opportunities available – and bespoke solutions are easy.

Research online is important but calling to find out more is always much worthwhile.

WH O’S W RI T I N G T H E N EXT C H A P T E R O F YO U R COMPA N Y’S SUCC ESS?

Eye on Economy

THE PROBLEM WITH ‘WAIT AND SEE’

by Brian Murphy, Managing Partner, BDO Northern Ireland

For over three years now the media has been bombarding us with a constant feed of speculation as to the outcome of Brexit. To add to that and to make matters worse, we in Northern Ireland have also had a political stalemate and a lack of a functioning executive to deal with.

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ith all of this going on, it’s not really surprising that confidence levels within the local business community are at an all-time low, as reflected in the most recent NI Chamber and BDO Quarterly Economic Survey. The only sentiment that seems to be on the rise is one of frustration. Frustration with the lack of political leadership, both here and in Westminster and frustration with the resulting level of uncertainty that has permeated the business community.

Despite these issues, NI businesses have yet again shown their resilience and have grown, albeit modestly, over the last three years. However modest that growth may be, they deserve credit and should be congratulated for having done so.

I can’t help but wonder what could have been achieved if we hadn’t had these issues to contend with. If you cast your mind back some 3½ years, you may recall that there was a growing confidence in our local economy, with businesses trading well and a very real prospect of the introduction of a competitive Corporation Tax rate for NI. I believe we were on the cusp of seizing a hard earned opportunity to make NI the success that we had all hoped for. Then came the outcome of the Referendum in June 2016.

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There is no doubt that the impact of the Referendum has been, and will continue to be, enormous. It has brought the United Kingdom and the European Union into unchartered waters and we have spent the last three years and more trying to plot a course through it.

Such a monumental change inevitably brought with it a great deal of uncertainty for the business community. Uncertainty in itself is no stranger to business; it has always been a fact of life that is dealt with on a day-by-day, week-by-week basis. But in this instance, it has been fueled by an unprecedented level of speculation in the media as to what the ultimate outcome of Brexit will be.

As a result, the uncertainty surrounding Brexit has been elevated to such a level that business owners are seriously concerned about the economy going forward. The same QES Survey also reflects that as many as 4 out of 5 NI businesses believe that another recession could be looming.

With all of this going on, the business community really can’t be faulted for adopting a conservative approach and waiting to see what happens, but therein lie my twofold concerns.

Firstly, I fear that the ‘Wait and See’ approach is fast becoming a state of mind, rather than a prudent approach to decision making. We’ve already watched over three years pass us by and however much I dislike the thought, it will still be years before new trade agreements are negotiated and the Brexit uncertainty is finally removed.

Business surveys have repeatedly shown us that businesses are putting investment decisions on hold and are generally being even more cautious than before about

by Brian Murphy, Managing Partner, BDO Northern Ireland

“I fear that the ‘Wait and See’ approach is fast becoming a state of mind, rather than a prudent approach to decision making.

We’ve already watched over three years pass us by and however much I dislike the thought, it will still be years before new trade agreements are negotiated and the Brexit uncertainty is finally removed.”

their plans for the future. This is a perfectly acceptable approach to address short-term issues, but what we now have to accept is that the issues are not short term and are instead the new norm.

Secondly, the potential negative impact of a ‘Wait and See’ approach can be mitigated if you, and your competitors and customers, are

adopting the same approach.

However, it’s safe to say that our trading partners across the European Union have not been sitting on their hands over the last three years. Instead they have been seeking to insulate themselves from any negative Brexit impact by, amongst other strategies; relocating offices and restructuring supply lines to non-UK suppliers. We cannot afford to be left behind as these changes continue to evolve.

So what can we do?

For many NI businesses the outcome of the UK’s new trade agreement negotiations will be critically important and so will inevitably have a bearing on their strategies going forward. But that should not prevent these businesses from exploring other opportunities in new markets; developing new and even more innovative products; and improving efficiencies and productivity within their organisations.

The business community in NI and indeed across the UK needs to lift its head once again and to look for the positive opportunities that are out there. It’s time for us all to remember how strong the NI proposition can be and to move beyond the rut of ‘Waiting to See.’

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R E C R U I T M E N T

Discreet, targeted search and widely advertised selection are just our methods.

Your story is our business.

Narratology Executive Search and Selection Arthur House, 41 Arthur St, Belfast. BT1 4GB narratologyexec.com | +44 (0)28 9044 6336

Eye on Investment

Rapid Growth On The Agenda for VANRATH After Major Office Deal

Neil McKibbin with VANRATH Founder and Managing Director Wayne Sullivan.

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Eye on Investment Leading recruitment agency VANRATH is planning for a new era of growth following a deal which has seen the company acquire one of Belfast’s highest profile Grade A office buildings in one of Belfast’s most significant commercial property deals this year.

VANRATH has purchased Victoria House, the 58,000 sq.ft. Grade A development in Gloucester Street. The recruitment agency will occupy bespoke open plan offices on the eighth floor of the building to drive forward its ambitious plans for expansion in the specialist recruitment sector.

“It’s shaping up to be a whole new era for the company,” says VANRATH Founder and Managing Director Wayne Sullivan. “We have a dedicated team of over 30 consultants and eight support staff at the moment, and we’re actively planning to add a further 20 specialist consultants over the next couple of years.

“It’s important that we are able to attract and recruit the very best talent in this business, and our brand new offices, which we hope to be able to move into in February of next year, will be crucial to that objective. It’s a bold statement of our future intent.”

Sullivan is upbeat about the future prospects for VANRATH in an ultra-competitive recruitment marketplace in Belfast and beyond.

“We’ve built up a very strong reputation over the years as the acknowledged experts in the sectors that we serve, especially accountancy and finance and IT. What’s important for us now is that we build on that reputation.

“Professionals, and especially young professionals, in these and other sectors can’t map

out and plan their own careers these days...without running the risk of missing opportunities.

They need the help of experts in their markets, and that’s exactly where we come in.”

VANRATH recently appointed three new directors to help lead the companys’ growth.

Phil Gamble, Joanne Gordon and Damian Della Croce join a leadership team that also includes Ryan Quinn and Barbara McKiernan as MD’s of the IT and specialist sides of the business.

“Our role is as trusted partners to our clients when it comes to identifying, recruiting and retaining top quality talent,” adds Group Managing Director, Wayne Sullivan. “Our clients come to us for our experience, for the consultative advice we can offer them, for complete confidentiality and for the whole process to be managed on their behalf.”

The company has seven key areas of specialisation – IT, Accountancy, HR, Sales & Marketing, Legal, Business Support and Construction & Engineering.

Meanwhile, Wayne Sullivan and his business partner

“It’s important that we are able to attract and recruit the very best talent in this business, and our brand new offices, which we hope to be able to move into in February of next year, will be crucial to that objective. It’s a bold statement of our future intent.”

Neil McKibbin are delighted with their latest property acquisition. Neil says “For us, Victoria House is a strategic acquisition of a prime office building in Belfast City Centre that complements our established and rapidly expanding recruitment business alongside our other property portfolio interests.”

The management team at VANRATH intends to invest in a high-specificiation interior fit-out for the new Victoria House office suite.

As well as VANRATH’s new headquarters, the 11-storey Victoria House also plays host to a range of tenant businesses including Arthur Cox Solicitors, Cybersource,

Oracle, Zurich Insurance and Keenan Corporate Finance.

Purchasers VANRATH were financed by Danske Bank and advised in the transaction by Belfast law firm Mills Selig and by agents Riddell McKibbin. The property was sold by Lambert Smith Hampton’s Belfast office on behalf of Aviva.

Anne Skeggs, Head of Property at Mills Selig, the commercial law firm advising VANRATH on the acquisition, said, “We are delighted to have acted on this significant investment purchase. It is important to us to support business in NI and so it is fantastic to have advised VANRATH made up of two highly successful local businessmen on the purchase of Victoria House.”

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Eye on Law

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Eye on Law

Kearney Law...

Barrister Turned Solicitor Leads New Firm

There aren’t too many lawyers in Ireland who’ve seen different sides of the law in the way that Paul Kearney has.

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native of Derry and a law graduate from Liverpool University, Paul tells the story of how he left university at the end of one week and was behind a desk working as a trainee solicitor the following Monday morning.

“I spent 10 years working my way up the ladder as a solicitor and always tried to be the best that I could be,” he says. “However, I kept finding myself looking at the barristers I was dealing with and wondering why I wasn’t at the front of the courtroom using my advocacy skills.

“In the end, the rumblings became too much. I took the plunge, did the transfer exams and it wasn’t too long before I found myself working as a barrister and learning the trade from other counsel who taught me a lot about both spoken and written advocacy.”

However, now he’s back on the other side of the fence as far as client contact is concerned, and at a coalface as Director of Kearney Law Group, a new specialist law firm with offices in Belfast, Derry, Dublin and London.

The new firm, specialising in the areas of criminal law,

personal injury, medical and dental negligence, opened its doors for business on 20th September and it is set to pioneer a new approach to access to legal services not only in Northern Ireland, but also the Republic of Ireland and Great Britain.

provide a comprehensive, ‘one stop shop’ service.”

The firm’s pioneering approach is underlined by its introduction of a Risk Free Legal Insurance product for its clients. The legal costs insurance cover offers absolute financial protection in the event of a case being lost. Or, in other words, it is insurancebacked litigation with no risk of legal costs arising.

“It is vital that no one is denied access to justice for the simple reason that they don’t have the means to pay for it. A door has been closed to them and we are happy to be able to open another one.”

“Throughout my 20 years in different aspects of the legal profession, I have gained extensive experience in many areas of law and now I want to implement that experience, confident that the service we are offering is the best there is.

“We pride ourselves on being client-focused and results driven. We put our clients right at the forefront of what we are doing and by fusing our experience of both industry and law, we have the ability to

Paul Kearney reckons that his is the only law firm in the jurisdiction to offer a product of this bespoke nature.

“Our exclusive risk-free legal insurance is already proving popular with clients who, for instance, have been involved in accidents on the road or at work, clients who can look forward to issues being resolved without any cost, or risk of cost, to them.

“It is vital that no one is denied access to justice for the simple reason that they don’t have the means to pay for it. A door has been closed

to them and we are happy to be able to open another one.”

“In addition to this innovative new customerfacing product, we have already engaged with a number of forward-thinking companies to bring new products to our clients across Ireland and the UK. The litigation landscape is changing and it’s imperative that as solicitors, we not only adapt to that change, but also drive it, ensuring that we offer clients the very best service.”

Paul Kearney isn’t short on ambition for the future of his new firm and its legal services.

“Our aspiration is to build up a 10-strong network of offices across Ireland over the coming months, and to increase our client base exponentially alongside building a series of insurancebacked products to enable everyone to gain access to legal services and to justice.”

And he intends to work hard to achieve those aims.

“Law these days is more of a commercial enterprise than a privileged profession, as it used to be in the old days.

That’s a fact of life...but it’s also the way it should be.”

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Eye on Round Table

The Future Of Energy In Northern Ireland The Participants

Paul Stapleton, Managing Director, NIE Networks

Randal Gilbert, Head of Network Strategy, NIE Networks

Clare Bailey MLA, Leader, Green Party Northern Ireland

Pat Austin, Director, National Energy Action, Northern Ireland

Colm Devine, Partner, Government, Energy & Assets, Ernst & Young

Ciaran Fox, Director, Royal Society of Ulster Architects

Professor John Morrow, School of Electronics & Electrical Engineering, Queen’s University, Belfast

Richard Buckley, Business Eye (Chair)

RB – We have ambitious targets for renewable energy use here in Northern Ireland. We’ve made a lot of progress but we have a long way to go. Let me ask each of you where you think we stand from your own perspective, and what you think we need to do. Let’s start with you, Paul, as our host.

on electricity already. Just a few weeks ago, we hit 44% of electricity generated from renewable sources, exceeding the target of 40% by 2020. Fifteen years ago that was about 3%. We now need to be pushing this towards something like 70% over the next decade and on towards 100% in the following decade.

So a good start made, and we’re moving in the right direction. But, as a society, there is huge change ahead of us to hit the ultimate goal of zero carbon.

Business Eye joined forces with NIE Networks to stage a Round Table Discussion on the future of energy in Northern Ireland.

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IE Networks is the owner of the electricity transmission and distribution networks in Northern Ireland, transporting electricity to more than 860,000 customers including homes, businesses and farms. The company invests over £100 million annually in maintaining and upgrading the transmission and distribution infrastructure.

The discussion took place at Belfast’s River House.

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PS – Firstly, we need new energy policy and new targets to drive delivery of that policy, but we do have one clear central goal and that is a zero carbon society by 2050. The UK government is the first Western government to set such a target. We’ve made a lot of progress

RG – Looking back to 2010 at the start of the current Strategic Energy Framework, the 40% target looked

ambitious then. To achieve it ahead of time has taken a lot of hard work and collaborative effort. The challenge for NIE Networks going forward is to be able to facilitate the connection of increased renewables and low carbon technologies.

The route maps are still being drawn towards a decarbonised future so discussion like this one is valuable.

CF – The one thing that strikes me is the need to reduce energy consumption, both in our built environment but also in transport. And the two are very closely connected. It’s all about where we build, how we build and how we make the connections in transport terms to eliminate the need for the car. Our current approach is a bit of a free for all with the car at the centre of everything.

CD – I am part of EY’s global energy team and we do see behavioural change. In Norway, for example, 70% of new cars are electric compared to less than 10% here in the UK and Ireland. Renewable technology is moving forward but Randal makes a good point. It is all about how we facilitate new technologies.

Can the network facilitate a change in behaviours? As things stand, those who want to be pioneering have to work hard at it. So I think that getting to 70% renewable electricity will require a seismic shift and a lot of investment.

CB – The big frustration at the moment is the lack of an Executive, but I also think that we need more departmental join up when it comes to energy policy.

We had a good example of that recently from NI Water, whose infrastructure is struggling, yet we keep on building.

We have no Assembly and we have disjointed policy linkages as well as a big backlog of under investment.

JM – Getting to 44% is an excellent achievement and it’s the industry that has achieved that. The public buy in has been negligible. We need to see much more buy in from the consumer as we go forward. It will mean real societal change to achieve the really ambitious targets.

PA – Yes, what’s been achieved is impressive. But I think that there has been a cost to the householder. The cheapest unit of energy is the one you don’t need to use and I represent those who are on low incomes and struggling to keep their homes warm.

Any decarbonisation agenda needs to be a just agenda. This will come at a cost and we need to look closely at how it is being funded and protect the most vulnerable in our society.

RB – So how do we encourage a higher level of consumer buyin? What needs to change?

CD – There are around 750 heat pumps currently installed here but to get to the 70% target we’re talking about, we’d need about 120,000 across Northern Ireland. That’s what I meant by a seismic shift. I’ll give you a personal example.

I moved house several years ago to a much larger house than my last one, installed a heat pump and the energy bills are around two thirds lower. Not all properties lend themselves to this degree of savings but we have to find a way of educating people about the benefits and making it easier for them.

CF – I actually think that public opinion is now well ahead of public policy. It’s not so much about people not wanting to change. But the public policy by way of carrot and stick isn’t here in the way that it is in other jurisdictions. There is a very clear absence of measures to support people who want to make changes. It’s less about public awareness and desire and more about structures not being in place. And, when it comes to house building, other countries are much more stringent when it comes to energy regulations. In the Republic, new build housing won’t be able to have oil fired heating after 2022, with gas following on in 2025. We haven’t even started the discussion.

CB – The seismic changes we’re talking about go well beyond energy production and into areas like transport, house building and industry. We all have to break out of a silo mentality.

We have to start having discussions right across the spectrum. When you look at how far we have to travel, it’s easy to get a bit downbeat.

PA – We have constituents who are going to forecourts to fill up 25-litre drums and that’s how they’re heating their homes.

It’s not acceptable. We have to have a cohesive policy. If GB stops taking gas, where do we stand? I don’t have the answers, but I think that we really need to start having serious discussions.

PS – The progress to date has been around how we produce energy, not how we use it. We must start using energy in a better way, and that’s the real challenge.

CF – How is the network set up to accept micro generation and what needs to change to increase its use?

PS – There are already more than 20,000 generators in Northern Ireland and that is great progress in terms of micro generation. We can take more into the network but there is currently no incentive scheme for private individuals to invest in micro generation. Incentives led to the surge in the last decade but they’re all now closed. It will likely need a support scheme or incentive of some form to kick start that again, though maybe not on the same scale as the previous incentive scheme.

RG – Getting back to changing behaviours, we need to give customers choice and inform them about how they can change if we are to decarbonise.

On heat pumps, it’s a technology that works, but we need something to kick start the market in Northern Ireland. A good starting point would be to review our building regulations with regard to energy efficiency for new homes and see then what can be done to incentivise developers and builders.

CF – I see that, in the Republic, they’re now talking about 400,000 retro fitted heat pumps by 2030. That’s very ambitious and it’s on top of half a million retro fitted insulations. It’s important to stress that new build is only a small part of the wider picture. I’d like to see our government departments and local councils taking a lead on this by ensuring that they have policies in place. As things stand, that leadership is not being provided.

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Eye on Round Table RB – We’ve mentioned the lack of devolved government here. But how big a problem is that?

CF – It’s a big problem. But there isn’t a big policy paper waiting for a government minister to sign off on, so work can happen right now in the hope that we get a minister back into place.

PS – The Department for the Economy is initiating a process to develop a new energy policy. But that department can only look at energy. Building regulation is another department, as are transport, fuel poverty, infrastructure delivery and of course agriculture. It needs a cross-department joined up approach to create a proper climate action plan.

CF – With new homes, it’s fairly straightforward. When it comes to retro fitting, it’s more difficult.

In older houses, which aren’t easy to seal, it’s not necessarily the best option. People throw out retro fitting as a great solution. To some extent it is, but it’s not always easy.

PA – We also need to ensure that the industry is fit for purpose when it comes to fitting technology like this into people’s homes. The cavity wall insulation industry has taught us a lot about that.

CD – We do have to get the eco system right. Is the supply chain properly equipped? Is there a policy in place? From personal experience, you do meet many inexperienced suppliers before you find the right person for the job. But what’s the exam question we’re trying to answer here. It’s about the zero carbon target and we can’t overlook the fact that areas like agriculture and transport have huge roles to play. It’s not all about changing consumer and house owner behaviours.

PS – Supply chain is key to creating a market for new technologies like heat pumps. It’s not as well developed as it needs to be. We have to walk before we can run on heat pumps, and the obvious place to start is new build. That helps to create a market. Retro fitting, as Ciaran has said, is more challenging.

Heat pumps don’t work effectively in poorly insulated homes so addressing the energy efficiency of buildings must be part of the consideration when considering heat pumps for existing buildings. All new buildings should be built to a high standard of energy efficiency and heat pumps will work really well in that situation.

CD – We also have to look at electrification of heat and transport, at building regulations, but a point worth making is that government can also lead by example which will also help in driving public opinion. There are a lot of public sector buildings around Belfast and the rest of Northern Ireland. But things do change. Think back to the days when thousands of homes here were converted to gas. It’s not too much of a stretch to think of achieving the same in another direction such as heat pumps going forward.

PA – I’ve heard a lot of people expressing doubts about the prohibitive cost of heat pumps and we can have a lack of evidence sometimes when it comes to discussions like this one.

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CB – We have to start talking about multi solutions. What about solar panels, for example? I think it comes back to initiatives like the Green New Deal and Climate Action Plan. Policy can follow along from something like that.

the market. Also, even if I choose to generate, I could share with neighbouring properties and the technology is there but there is no legislation or incentives to allow me to do so.

CB – That kind of sharing of resources is very valuable. And, from our perspective, it’s a way of thinking that can be applied to transport, even car ownership, going forward. A Belfast Bikes-type scheme for cars is something we could and should be working forwards. It moves from an ownership culture to a more collegiate one.

RB – Transport is a big issue. Are we making more progress towards greener transport now?

CF – There is still a massive imbalance between what we spend on road transport and what we invest in alternative forms of transport. We haven’t taken any big leap forward. Why? Because we’re not good at compact development - the kind that allows people to walk, ride or take public transport to get where they want to go to. We just don’t have the right mentality in place.

CF – We’ve become accustomed to wind farms over recent years. Now we’re into a new phase around micro generation and the need for solar panels and generation to be integrated into communities. It has to be accepted and design consideration must be given to the generation of electricity.

CB – The electrification of vehicles isn’t a solution on its own. It’s where we have to go to reduce individual carbon consumption.

CD – There are many who could install renewable technology into their properties but don’t. That narrows

PS – Our role in the energy transition is to enable and facilitate the achievement of the renewable energy

RB – Paul, how do you see the role of NIE Networks and the electricity industry generally in all of this?

and carbon targets. We don’t produce or sell electricity, but all sources of electricity, whether it is traditional generation or renewable generation, it all has to connect on to our network.

We have to provide a network fit for purpose to allow all of that to happen and to achieve a zero carbon society.

In doing so, we have to make sure we continue to provide a safe and reliable network as well, and do all of that in the most cost effective way.

RG – The problem that we’ve always had with renewable energy is that a lot of it is located in the west of the country but the bulk of the demand is in the east. As a result, we have had to ensure the network is capable of transferring it from west to east. Parts of the network are congested and wind is currently being curtailed at certain times. So we’re not without our challenges.

But we’ve got a comprehensive engagement plan and we’ll continue to work with all of our stakeholders.

We will also continue to bring our knowledge and experience to the wider energy transition debate. We do consider stakeholder engagement critical to providing a network for customers’ future needs.

PS – I do think that there is a growing awareness of this agenda across the political spectrum. Politicians need to lead on the hard choices. The North/ South Interconnector is a good example.

We can’t achieve any real progress without that. But public acceptance is needed for all sorts of infrastructure, and we will continue to work with stakeholders to try and deliver that.

Eye on Round Table in energy performance. It would be ideal if we had a fully funded programme to drive private sector retro fit. And we’d like to see changes to the planning system to encourage compact development to reduce the need for the car.

CD – Let’s take it forward to 2030. It would be great to look back and see that we had achieved a revolution. We’d have eliminated coal; we’d have 250,000 electric cars on the road and 120,000 homes using renewable heat generation.

But it’s not the road map that’s the difficult part, it’s the enablement.

CB – Definitely a climate action plan signed off and in place. What has to come with that is a new way of doing business along sustainable models.

CD – The Interconnector is fundamental as security of supply is a major issue.

As some current generation sources come off supply and if we still don’t have the interconnector, what happens next? I think Paul is right on engagement from the politicians, but there’s room for improvement.

that will attract capital into Northern Ireland to invest in the energy transition.

RG - The more renewable energy we bring onto the system, the cheaper electricity will ultimately be. But there is a hill to get over to get there which will require innovative solutions coupled with investment in the network.

of scholarships and other industrydriven initiatives. But industry is struggling to get the right people to come in. And I definitely think that more good people would help.

RB – To wrap up our discussion, where would we like to be in two or three years’ time?

PA – We’ve been working over the years to help consumers to understand what lies behind the plug in the wall. It’s not easy to change attitudes. Getting people to switch still isn’t easy. And we’ve seen a drop in wholesale prices not being reflected in what consumers are paying.

That’s before we factor in the effect of welfare reforms coming down the tracks.

CD – Yes, and I think that the delays mean that there has been a degree of frustration amongst investors in this market. There are other factors too. FDI investors, increasingly, are stipulating green energy sourcing. On the plus side, we can create new opportunities and we can create employment.

PS – In 12 months, we’d like to have clear policy direction and a climate action plan for Northern Ireland. In three years time, we should be well down the road to implementing measures and delivering on that policy, working together as an industry and involving all our stakeholders.

RB – Are we not being ambitious enough?

CF – Is there much renewable energy currently being wasted?

CF – It would be ideal if we had a substantial change in our building regulations to drive improvements

CF – DAERA is responsible for climate change and they would be best positioned to take an over arching position and underneath that we’d need a lot of different policies. Northern Ireland has always been behind when it comes to environmental policy.

Maybe we could get a chance not just to catch up but to leap ahead.

RG – There is currently approximately 9% of wind generation curtailed but our challenge is to operate the network as smartly and optimally as possible. To get to a 70% target, we have to look at a mix of micro generation, onshore and potentially offshore wind-farms as well as traditional generation. We are engaged with SONI at present to map out a range of potential pathways towards the 70% renewables target.

PS – The problem is that having been in a leading position across these islands, we now run the risk of falling well behind because of the political vacuum. A bit of urgency and momentum is required, but we will also need two other key elements as we move forward – finance and people. We need the education system to provide the capabilities and skills to drive this change, and we need a governance and policy environment

RG – Having a clear plan is vital, of course. But I’ve heard Claire previously calling for industry to take a lead and not to wait for policy to come along, and that’s a fair point. One organisation alone can’t lead this transition but collaboratively this sector can take the lead in terms of developing a real plan and direction of travel.

JM – I’d like to see much more buy-in from individuals and home owners. It would be good to see 10% of homes with an electric car and/or a heat pump installed. The professionals are working hard at this, but the majority of the population is ignoring what’s going on.

PA – Yes, I’d agree with most of those points. We need a strategy and we need one that dovetails with a fuel poverty strategy.

PS – Demand side management can play a role also. If we could increase consumption at night time, we could use more wind power, particularly on windy nights when a lot of what is effectively free energy is unused at present.

JM – Could I pick up Paul’s point on people. At Queen’s, we have a number

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Eye on Third Sector

Patrick Minne & Engage...

Driven By Ethics, Competing On Service Quality

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Eye on Third Sector

Northern Ireland’s active and vital third sector requires a dedicated approach when it comes to the recruitment and training of both full-time executives and volunteer trustees.

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hat’s the view of Patrick Minne, Director of CO3’s new executive recruitment arm, Engage, launched this autumn to service the sector locally.

Established in 1985 as the Association of Chief Officers of Voluntary Organisations, CO3 (Chief Officers Third Sector) is a membershipbased organisation focused on supporting, developing and connecting third sector leaders in Northern Ireland. Its 800-strong membership ranges from the leaders of some of our largest charities and social enterprises through to small community and faith-based groups.

“We’ve been serving the third sector here very successfully over quite a number of years and we’ve long felt that there was a real need for a fundamental reframing of how the industry is served by recruitment professionals.

“On one level, CO3’s Engage service is offering the same professional service as the mainstream players in the recruitment space, but the difference is that we’re doing it as specialists in this sector. We understand the organisations, we understand the culture and values of the sector, and we understand the challenges that they face on a daily basis,” says Patrick Minne.

Engage provides a full range of recruitment services, from full time personnel through to interim staff, maternity cover and the appointment of trustees for voluntary sector boards.

“The role of any good recruitment specialist is to focus on the culture and values of the

client organisation and to seek and recruit candidates who will be the right fit. And that’s exactly what we are doing, but with a sharp and defined focus on the third sector underpinning everything.”

“It was a bold decision,” he says, “for CO3 to launch a fully fledged trading subsidiary. But it means this trading subsidiary can be guided by our third sector ethics while being driven by service and quality. And, on that front, we’re competing head to head with the mainstream recruitment providers.

“We have a 30-year heritage in this sector, we have a very strong reach right across our networks, having in that time built up established contacts right across both the public and private sectors as well.”

A particular gap in the market, Patrick Minne believes, is in the area of the recruitment of trustees and chairs for voluntary sector boards.

“There is always a steady demand for private sector executives to bring their experience and business knowledge to bear on charity and other voluntary sector boards,” he says. “But it’s a role that isn’t always fully understood, it’s governed by some very specific legislation, there are clear duties and responsibilities.

“Trustees, for example, need to clear on the fact that they’re jointly and severally liable for the actions of the organisation that they serve.

That’s on top of their scrutiny and fiduciary responsibilities.”

To that end, Engage prides itself in being able to offer a strong emphasis on what might be called after care, the training and even mentoring of trustees post appointment. And that some level of after care extends to all other appointments as well.

“It’s definitely a unique selling point for us. We won’t just walk away once an appointment has been made and a seat has been filled,” he says.

Each appointed candidate goes on to receive a package which includes free membership of Co3 and access to its ongoing training, events and other forms of support. Specific initiatives include a ‘New To Post CEO Forum’, designed specifically for third sector leaders who’ve made the transition from the private sector.

The organisation can also provide practical advice on succession planning, with specific reference to board trustees. And there’s training available for board chairs to help build their skills around the art of chairmanship and how to animate board members in a positive and constructive way.

“There’s a real art to managing a board, and there is a lot to learn about being part of a board, and there are real and practical ways that we can help.”

On the other side of the coin, Engage can help third sector organisations to make the most of limited budgets and everything must be done with the organisations’ core values at heart.

“Most third sector organisations, we can’t forget, are entirely subordinate to the welfare of the beneficiaries that the organisations serve.”

Patrick Minne is confident that the launch of Engage as a dedicated third sector recruitment specialist fills a distinct gap in the wider recruitment marketplace.

“I think that we have hit a nerve,” he says. “And we’re backed by an 800-strong membership organisation built around the third sector.

“We’ll always be driven by ethics, but we’ve also got unrivalled reach and a unique approach to post-appointment support to help us stand out even further in the marketplace.”

For more information on Engage Executive Talent please visit www.engageexec.co.uk

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Eye on Art

Terry Bradley

Opens Victoria Square Pop Up

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Eye on Art

Walking into Bradley Art’s spacious gallery on Bangor’s High Street isn’t like walking into any other sort of art gallery. In fact, it’s not like walking into an art gallery at all.

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es, there are paintings.

But there’s also a vintage BMW motorcycle, an old shop delivery bicycle and various pieces of furniture personalised in Terry Bradley’s unique style. There’s also a warm welcome (….not the preserve of every art gallery in our experience) and none of those awkward questions or glances that make so many of us uncomfortable with the traditional gallery experience.

Terry Bradley can recount his own stories of art gallery discomfort. “I remember dandering into a gallery in Edinburgh and after being ignored but watched carefully for a while, a well-spoken gentleman shuffled over and

asked if I was a collector of the artist in question. No, I wasn’t and I was out of there in seconds,” he smiles.

At Bradley’s Bangor gallery, or art store as it might be described, and at the popup store in Belfast’s Victoria Square open between now and Christmas, there’s none of that nonsense. No obsequious assistants, no awkward questions and certainly no unpleasant surprises when you pluck up the courage to enquire about the price of a piece.

Bradley’s philosophy is firmly with the school of thought that art is not elitist, should never be exclusive and should be accessible to all.

“We want everyone to be

able to come into our galleries, we want everyone to feel comfortable, to be at ease and we want everyone to be able to afford their own piece of work.

That’s really important,” he says.

To that end, and to the obvious disdain of some in the art world, he makes affordable prints of his work widely available, his staff will offer payment plans when required and the artist has allowed his trademark art to be transferred to a range of less traditional items, including a range of unique Terry Bradley handbags which are flying off the proverbial shelves quicker than the limited edition can cope with.

Bradley’s approach to selling his art reflects the man himself.

There are few airs and graces about Terry Bradley. Those who know him know that he greets them with a bear hug and talks openly about anything and everything, including his own personal struggle with

depression and anxiety.

That personal struggle has become an important – and potentially life-saving – backdrop to his gallery, particularly the permanent one in Bangor’s town centre.

“We have a lot of different people, both male and female and from all walks of life, who enjoy the art and who come in here on a regular basis just to talk. And it’s hard to over estimate how important that talking can be to someone who is struggling with mental issues,” he says.

Even without talking to Terry Bradley, a walk around the Bangor gallery reading the descriptions attached to each piece of work illuminates the fact that Bradley’s art, all of it, is influenced heavily by his mental state at the time each was painted.

Some were clearly painted during times of darkness and depression, others at

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Eye on Art like this one, and frightened of what it would entail or lead to.

I had real doubts about it all.

“But now that it’s open and well established, it feels like a real living and breathing place and it was an atmosphere all of its own. That’s created by the work and by the people who come here. It’s become a bit of a special place.”

Terry Bradley, of course, is well know for railing against the pomposity of the art establishment. Self taught, he says that he has no technical skills such as the ability to mix paints. Yet, he’s become the most successful Northern Ireland artist of his generation and built up what amounts to a cult following.

His fans, to a man and woman, are aware of his mental struggles. “I always wanted to be very open about that,” he says simply. “I always felt that I had to speak out, and I’ve always felt that I can help others.

Helping people is a real joy. In fact, it’s the real joy in life. And honesty helps to defuse almost anything. That’s something I’ve learned over the years.”

“If coming here or to Victoria Square can help people in some way, or if art can help them to communicate, then that’s got to be a good thing.”

“Helping people is a real joy. In fact, it’s the real joy in life. And honesty helps to defuse almost anything.

That’s something I’ve learned over the years.”

times of uncertainty or fear, and numerous when those moods were replaced by clarity and optimism. Viewing the art and reading the often brutally honest descriptions can be something of a mental journey in itself...but all the more rewarding for it.

“Oh yes, all that I do is influenced by what’s going on up here,” he says, tapping his head. “But that’s what people like about the art. No one comes

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in here expecting to see a landscape of Bangor harbour.

At least, I don’t think they do...”

Bradley himself is often on the premises, and whilst he finds that rewarding, he also finds it exhausting. “Once I start talking and open up, I find it hard to stop,” he says.

“So I’ve got to avoid doing that too often. It’s a side effect of my illness, if you like.”

For most people, he says, art is a personal thing and it’s

also an emotional thing. “A lot of our customers have a very personal and deep attachment to the work that they own.

That’s something that gives me a lot of pleasure.”

The Bangor gallery first opened its doors two years ago, and Bradley admits that he took a lot of convincing that it was the right route to take. “To be honest, I wasn’t convinced at all for a long time. I was scared of opening up a gallery

Bradley Art at 103-107 High Street, Bangor, is open 10 am to 5 pm Monday to Saturday and from 1 pm to 5 pm on Sundays.

The new Victoria Square pop up outlet is open during normal opening hours at the centre, including the extended Christmas hours. All details on www.terrybradley.com

Eyeon Business Education

Eye on Business Education

Ulster University Steps Up Engagement With The Business World

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Eye on Business Education Professor Gillian Armstrong, Director of Business Engagement, Ulster University Business School

If Ulster University has always considered links to business to be important, the Ulster University Business School is about to accelerate its engagement with the private sector here.

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t’s a charge being led by a new unit headed up by Professor Gillian Armstrong, a Professor of Business Education at the university and now its first Director of Business Engagement, a new role created with the job of forging closer links with business in mind.

“There has been a lot of debate recently about the future of work, how the world of work is changing rapidly and about how careers today are focused around continuous learning and adapting,” she says. “Against that background, effective and responsive business engagement is hugely important for us as a university.”

Ulster University Business School has worked to develop and introduce numerous new programmes and courses designed alongside business and with business firmly in its sights.

“The most successful current example is our portfolio around Higher Level Degree Apprenticeships, co-created with our partners in the private sector.

The Bright Start programme alongside Deloitte will produce its first graduates this December and it has gone from strength to strength to ensure a dynamic learning experience and transformational educational model.

“The apprenticeship approach, across the board, has a lot of potential and we are now running four degree and masters apprenticeship programmes alongside a range of partners, the latest being a Masters Apprenticeship for First Derivatives in Newry.”

In fact, Ulster University Business School has taken that a stage further by successfully introducing a new Degree Course in Financial Technology, better known as FinTech, and it’s one that the strong FinTech sector here in Northern Ireland has been quick to support.

“What we have to acknowledge is the serious battle for talent going on out there, and flexible, relevant education and learning models have an increasingly important role to play

in supporting businesses at they seek to recruit and retain the right people.”

Ulster University Business School has a strong reputation both here and elsewhere. With 4,800 students on its books, it’s ranked seventh in the UK for research impact and boasts a range of international partnerships, not least with Harvard University, Babson College and Boston College in the US. In the last year, it enrolled some 250 students on its customised programmes and a similar number undertaking its higher-level apprenticeships.

“Our job is to find out where the challenges and pain points are for businesses here in Northern Ireland, and then to work with those businesses to come up with solutions, built around existing programmes or customised programmes.”

It’s in the area of customised programmes, she says, that universities like Ulster have evolved and progressed. “This kind of flexibility of approach is still fairly unusual in the world of academia,” says Gillian Armstrong. “A lot of institutions still can’t shake off the old prospectusled, take it or leave it approach to providing business education.

“For us, it’s all about collaboration and working in partnership with business.

That’s the only way that we’re going to

be able to up skill and provide the talent that our business partners need going forward and this has huge importance within the future of work agenda.”

Ulster University Business School’s vision of the new reality of the world of work is one which features repeated periods of work experience interspersed by learning rather than the obsolete model of one sustained period of education followed by one long working career... untroubled by educational breaks.

Gillian Armstrong also sees a clear role for the Business School in Northern Ireland’s FDI efforts. “There is no doubt that the education we can offer plays a vital role when it comes to attracting organisations to come here, but it’s important that the programmes we can offer are flexible and fit in with the aims and aspirations of a wide range of partners.”

The School’s close links to the business world extend to the appointment of a series of visiting professors from all walks of business life here, and to a successful Business Mentors Programme linking university alumni in business to post-graduate level students. In addition, all full-time degree courses include the opportunity for a placement year for students.

“So I think that our direction of travel

is very clear,” says Professor Armstrong.

“The future of work is changing radically and, as a university, we are changing with it. As well as adapting with the business community, we are also here as a critical friend – using our research to challenge conventional thinking and help future proof businesses into the medium to long term.

“When graduates leave us these days, we’re confident that it won’t be the end of their relationship with us. But this has meant some changes for us as an establishment, to ensure that we can deliver the timely responses and agility needed for the business community.”

It’s an opportune time for fresh thinking. The Belfast skyline is currently being altered by the construction of Ulster University’s new campus and its associated buildings. It’s a lesser known fact that it is the biggest higher education build project anywhere in Europe at the moment. And it will be a game changer for the university and the level of engagement that is possible.

For further information on Ulster University’s engagement with business, contact engage@ulster.ac.uk

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Eye on Business Education

ALLSTATE IT LAB OPENS at Ulster University Magee campus Corinna Thompson, John-Healy of Allstate, Mairin Nicell and second year student Ryan Callow

Northern Ireland’s largest IT company Allstate has opened a new state of the art computing lab at Ulster University’s Magee campus, representing a major investment in educational resources for the North West region.

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he new lab is based within Ulster University’s School of Computing, Engineering and Intelligent Systems at the Magee Campus and is a boost to the core teaching competencies in the areas of Computer Science, Artificial Intelligence, Information Technologies, Electronics and Embedded Systems, Electrical and Electronic Engineering, Mechanical and Manufacturing Engineering and Renewable Energy Engineering.

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The lab is an extension of the longstanding partnership between Allstate and Ulster University which recognises the importance of developing professional and educational links, whilst attracting next generation IT talent to Allstate, keeping the company at the forefront of a rapidly evolving technological landscape.

The partnership is one of a number that links Ulster University and Allstate and will significantly enhance the student experience and offering at Magee.

John Healy, Vice President and Managing Director of Allstate Northern Ireland commented: “We are very proud to have partnered with Ulster University in the opening of the new IT lab. Allstate are committed to finding the best talent in Northern Ireland and the partnership between academia and business is vital in preparing the next generation of IT professionals.

The North West is an integral part of the Allstate NI organisation and this

collaboration will help boost the local economy. We’re thrilled to be able to improve student experiences at Ulster University by providing them with top quality resources and look forward to seeing how the IT industry continues to grow in the North West.”

Professor Liam Maguire, Executive Dean at Ulster University welcomed the development: “The opening of the Allstate Lab at Ulster University cements a long-established relationship and demonstrates a strong commitment to providing professionally relevant education which will help our graduates to secure employment in the highly skilled Computing and Engineering sector.”

“Our School of Computing, Engineering and Intelligent Systems has developed strong industry links in both teaching and research and this lab will enable us to enhance our industrial input across courses and research which make a tangible difference to the Northern Ireland economy.”

LEAD THE FUTURE IN 2019/20 UPCOMING 2019/20 PROGRAMMES LEADERSHIP AND NEGOTIATION

FINANCE FOR NONFINANCIAL MANAGERS

ASPIRING LEADERS

Running: 13th & 14th November 2019 Duration: 2 days

Running: 20th & 21st November 2019 or 21st and 22nd April 2020 Duration: 2 days

Running: 28th January, 25th February and 24th March 2020 Duration: 3 days

“It was perfect for me because I took some really, really good things out of it” Noel McKeegan, Unitruck

“The course highlighted key areas and disciplines which were transferrable to everyday business requirements” Melvyn Bacon, Gilfresh Produce

“A very personal course that has helped personally and professionally” Graeme Browne, Danske Bank

EMERGING LEADERS

SENIOR EXECUTIVE

GRIT AND GRACE WOMEN’S LEADERSHIP PROGRAMME

Commencing: 5th February 2020 Duration: 8 days February 2020 – May 2020

Commencing: 19th February 2020 Duration: 8 days February 2020 – June 2020

Running: 5th & 26th March and 23rd April 2020 Duration: 3 days

“One of the best professional development experiences I’ve ever had.”

Tommy Scott, Survitec

“There was a great sense of learning and sharing of experiences within the group.”

Enda Daly, Workspace Enterprises

“I will be recommending the course to my colleagues and I hope that they get as much out of it as I did.”

Carol O’Boyle, Dept of Agriculture NICS

MINI-MBA Running: 11th – 15th May or 27th – 31st July 2020 Duration: 5 days “A great opportunity for focused, intensive learning.

The quality of the teaching was excellent.”

Clare Watson, Epilepsy Action Northern Ireland

How to get more information

Visit our website for the latest availability, dates and fees: www.leadershipinstitute.co.uk or contact us on: 028 9097 4394 or e-mail: leadershipinstitute@qub.ac.uk

Eye on Leadership

Denise Falls...

A New Focus For William J Clinton Leadership Institute Catherine Crilly; NI Chamber of Commerce, Mark McKeown; First Trust Bank and Denise Falls; Director of Strategic Partnerships and Engagement´, The William J Clinton Leadership Institute, Queen’s University Belfast

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Eye on Leadership The William J. Clinton Leadership Institute at Queen’s University has achieved a lot since its establishment and close relationships with its partners across the private, public and third sectors are vital for its future.

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hat’s the view of the Institute’s newly-appointed Director of Strategic Partnerships & Engagement, Denise Falls. Denise has been a member of the executive team at the Institute’s Riddel Hall headquarters since 2010 and she’s relishing the prospect of her new role.

“We’re a bit like a small business within the broader university,” says Denise. “But we’ve worked hard to raise our profile and build our brand, first as the Leadership Institute, then with the Clinton name attached, over those years.

“We have a clear vision around leadership education and what we can achieve with organisations and leaders here in Northern Ireland and, increasingly, on the international stage.”

The Institute has established partnerships with colleges in Britain, in Germany and in the USA, and it has delivered programmes as far afield as China and the Philippines. Looking to the future, the organisation has its eye on servicing markets in the Middle East, Dubai and Switzerland.

“But strategic partnerships are the backbone of this organisation,” says Denise. “It’s vital for us to be able to communicate with industry and business here in Northern Ireland and elsewhere, and to work with the public sector and others, as we move into our next decade. Our focus will be on growing the brand, and growing the business.”

The William J. Clinton Leadership Institute forms part of the Management School within the Queen’s University structure, and Denise Falls reckons that’s an important factor. “For us, that means that we have direct access to world-class thought leadership and research in the university as a whole, and we have the opportunity to help bring that to the wider marketplace.

“We have direct access to world-class thought leadership and research in the university as a whole, and we have the opportunity to help bring that to the wider marketplace.”

“So it’s important to note that our strategic partnership are both internal and external, and both are equally crucial to us.”

Denise Falls grew up steeped in the realities of business, profits, and customer service.

Her father ran a group of retail pharmacies in Mid-Ulster and talk around the family dinner table was about bottom lines and how best to look after customers.

Having completed a masters degree in marketing in Glasgow, she worked as a supply teacher for a year before joining the Pierce Group in Belfast as part of a graduate placement programme and moving from there to a sales role at Dromona Quality Foods, nowadays part of Dale Farm.

“Ironically, Dale Farm is now a valued client here at the Leadership Institute and Pierce Group is one of our key suppliers. I think that’s rather appropriate,” she smiles.

Denise went on to join BT in

1992 and it was to be the start of an 18-year career with the organisation. “Back in those days, BT had no competition.

Absolutely none. But things were starting to change, the monopoly was being threatened and I was recruited to join what was then a brand new marketing team. The company hadn’t needed to do much marketing before that....”

She remembers heading a small team charged with moving customers from the old hardwired phones to plug and socket digital phones, and the reality of the telecoms market changing beyond all recognition with the arrival of a deluge of competitors.

“Building a network and establishing partnerships was vital for me back in those days, and it’s just as vital for me now,” she says.

Denise left BT as a Major Account Manager for the Further & Higher Education sectors, with an obvious link to her new role at

Queen’s University, who had been one of her key customers at BT. She has played a leading role through recent years in the development of the Leadership Institute’s client base, from key public sector organisations like the NI Fire & Rescue Service through to a large proportion of the leading private sector employers here.

She’s also helped develop new markets, not least just across the border in Donegal, where the Leadership Institute works closely with Pramerica, the US insurance giant which employs more than 2,000 people at its €42 million campus in Letterkenny.

Looking forward, she’ll be developing new markets for the Institute’s highly successful Mini MBA programmes which she reckons can be tailored to be industry and sector specific, with Mini MBA’s available for the likes of the legal market and tourism and hospitality.

“The Queen’s University brand, and the William J. Clinton Leadership Institute name is really important to what we do. This marketplace is competitive and it’s all about building trust as well as a track record.

“But it’s also all about being flexible and both making and maintaining lasting partnerships.

That’s what I am here to do, and I’m really looking forward to doing it.”

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Eye on Business Education

ENTERPRISE EDUCATION IS THE FUTURE

Preparing young people for tomorrow’s transformed world of work was the challenge presented in a groundbreaking symposium bringing business and education leaders together, hosted by Young Enterprise Northern Ireland.

For Carol Fitzsimons MBE, Young Enterprise NI CEO, the event marked a productive start for further collaboration. “That so many decision makers across both sectors contributed speaks volumes about the growing awareness of the value of enterprise education at all levels.”

Such success reflects the charity’s standing as NI’s leading proponent of enterprise skills education; connecting business and educators to create a culture of entrepreneurship and innovation essential for a thriving competitive economy.

Making an impact Young Enterprise launched its 2018/2019 Impact Report detailing a year of achievements and expanding influence.

Greater reach, creating strong entrepreneurial ecosystems.

- 1 in 3 primary and post primary students get a YE experience annually - 90,514 young people aged 4-25 - 70,637 post primary, 19,877 primary - 74% of secondary schools - 82% of grammar schools - 54% special needs - 900+ business volunteers - 45% of sessions are in areas of social need - 200+ partnerships with schools, community centres, colleges, universities

Sarah Travers – Young Enterprise Ambassador, Maria Rogan – Parenting NI, Bill Wolsey – Young Enterprise Ambassador, Jayne Brady – Kernal Capital and Young Enterprise Board Member, Michael McQuillan – CEO Enterprise NI and Carol Fitzsimons MBE – Young Enterprise.

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he urgent agenda: to explore the vital role of enterprise education in education policy and curriculum development to help Northern Ireland adapt to a rapidly evolving economy.

Young Enterprise’s debut symposium, held at both Parliament Buildings and at the Guildhall in L Derry, convened stakeholders from diverse industry sectors, Parenting NI, the Department of Education CCEA, and Principals from across NI.

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The format provided a unique opportunity for business leaders and educators to discuss international best practice in enterprise education, its increasing importance in the curriculum and the growing demand from business for skills development. Attendees heard from Junior Achievement Finland about the critical role enterprise education plays in their internationally recognised education system that highly values the development of skills in young people.

Alumni and community engagement Follow up alumni research reveals long-term benefits.

- Over 2/3 of students increased interest in business start-up as a career - 85+% demonstrated improved skills across more than five areas - Launch of Enterprise Spirit competition for entrepreneurs (18-25) who started businesses Parents’ Attitudes to Enterprise Education Survey - Conducted with Parenting NI and NI4Kids - 97+% of respondents want enterprise education built into the curriculum - 92% believe preparation for the workplace should begin at primary school - 95+% felt running enterprises with other students was valuable for developing abilities

Eye on Business Education As Maria Rogan, Parenting NI, explained: “Parents want enterprise education to be embedded in schools from an early age. Primary school is a fantastic place to start when young minds are creative, innovative and not fearful of the future. It is vital that parents are informed about the skills required by business, like confidence, team building, communication, resilience and innovation. Skills that enterprise education can provide”.

The future of jobs is here ‘By the time my child leaves school, the workplace will be entirely different’ said a Parents’ Survey participant.

Addressing rapid technological change was a symposium priority.

Termed the ‘Fourth Industrial Revolution’ in the World Economic Forum’s The Future of Jobs; the 2015 report predicted that in 5 years’ time, 35% of skills considered important will have changed and many jobs that existed will have vanished. The Forum identified the top ten skills needed by leading global employers for 2020.

All are capabilities nurtured by Young Enterprise programmes: creativity, complex problem solving, negotiation, people management, emotional intelligence, coordinating with others, judgement and decision making, service orientation, flexible thinking.

The symposium also examined the unique challenges facing NI’s economy, not solely due to the current climate of uncertainty.

Even before Brexit, the CBI Skills Barometer and CBI employer research had confirmed the need for all school leavers to have employability skills and be commercially aware, not only to meet the needs of industry, but to foster the private sector growth necessary for a more balanced, healthy economy. Because these competencies form the foundation for future growth, the NI Executive acknowledged the value of enterprise education.

John Healy, Managing Director and Vice President, Allstate Northern Ireland, outlined the issues for employers: “As demand for workers outstrips supply, competition for qualified candidates will soar. With two-thirds of businesses deeply worried that there aren’t enough sufficiently skilled people to fill vacancies, the scale of the challenge to address skills shortages is becoming increasingly apparent.”

“It is vital that business and education collaborate. That is why Allstate, and organisations such as Young Enterprise

NI, are committed to working together with government and education to agree a core set of transferable employability skills, giving people of all ages the tools needed to upskill and ultimately creating a competitive workforce that will support the NI economy.”

Partnership power For Young Enterprise NI, the event created an unprecedented opportunity to join forces and take critical next steps.

Typifying employers’ views, Bill Wolsey, one of NI’s leading entrepreneurs and CEO of hospitality brand Beannchor, which includes Belfast’s Merchant Hotel, Little Wing pizza chain and Bullit Hotel, “wants our young people to shine”.

“Understanding the talents kids have outside academics is hugely important. Industry is under pressure to get the fundamental skills from young people that we require to embrace and apply new technologies and new approaches to traditional processes.

Resilient, self-solving, go getters; young people with enterprise skills.”

“More than ever, industry needs to get more involved with schools to meet business needs; to engage, so young people and parents are aware of the opportunities and of being enterprising for yourself or an organisation.”

GETTING THE CONVERSATION STARTED Carol Fitzsimons, Chief Executive of Young Enterprise NI, is upbeat about the symposium’s success and looks forward to a ripple effect across industry and education.

“I left our debut Symposium with a great feeling that ‘we’ve done something important here’. Young Enterprise is positive and energised, motivated by the discussions, the ideas and the spirit of collaboration, and confident that this gathering will spark the much wider dialogue we want to have between education and business.”

Carol, winner of the Institute of Directors Director of the Year Award 2019 Third Sector, emphasised, in her address, the importance of soft skills such as confidence and resilience, that an academic-only based system cannot always nurture. Building these skills in every child is what the Young Enterprise #EnterpriseForAll mission means; fostering equality of opportunity through enterprise education.

“I am in the privileged position to be at

L-R Joe McColgan - Principal Ashfield Boys School, Eva Korhonen - Junior Achievement Finland, Tim Brundle - Ulster University and Chair of Young Enterprise NI, Carol Fitzsimons MBE - CEO Young Enterprise, Justin Edwards - CEO CCEA, with students from Winning Company Rag Dogs

the nexus of a network connecting the worlds of education and business. That network is crucial; teaching and learning must be in line with the economy.”

“I see enterprise education as a four-way partnership between young people, teachers, employers and parents.

Everyone has their contribution to make. Parents need to understand the opportunities, employers need to engage, teachers need the knowledge and young people need the chance to succeed.”

“The Young Enterprise model uses the experience of business mentors to help students move on to the next step.

Then, how young people take their skills and opportunities to progress to the next step and the next is important.”

“Without confidence and resilience, none of the other skills matter, if a young person doesn’t feel brave enough to stand up and make use of those skills. We do so much to help children succeed, but maybe not enough to learn from experiences, from failure.

But it’s not failure, it’s all learning.”

Carol believes the symposium furthers the Young Enterprise remit, “to work together to prepare our young people for a transformed workplace and for careers which may not even exist today.

By combining knowledge and resources, business and education can work together to fill these skills gaps, with enterprise education as a central, unifying thread.”

BUILDING CAPABILITIES AND CONNECTIONS Tim Brundle, University of Ulster and Chairman of Young Enterprise NI, explains the role and objectives of Young Enterprise.

“In a world of uncertainty, one thing remains certain, the next generation needs to be equipped with the creativity,

resilience and adaptability to navigate a rapidly changing landscape and develop solutions. This is where Young Enterprise has become more vital than ever.”

“The charity’s goal is to forge a connected world of young people, parents, business volunteers and educators dedicated to succeeding through enterprise: giving every young person the opportunity to develop entrepreneurial and employability skills, helping prepare them for tomorrow and gain the tools and confidence our economy needs to thrive.”

Young Enterprise brings volunteer mentors from the business community into schools to help students develop entrepreneurial and business skills.

Students create their own companies from initial idea through production, marketing, distribution, budgeting and sales. In the process, building capabilities in: innovation, leadership, problem solving, decision-making, teamwork, communication, planning, finance, presentation, networking and many more skills spanning the curriculum.

Through enterprise learning at all levels, Young Enterprise, besides building a culture of entrepreneurship, is helping create work-ready school leavers and graduates; innovators and leaders of the future.

Programmes include - Company Programme for post primary schools culminating in regional and national competition.

- Business Beginnings. P7 students run their own businesses.

- Access Enterprise. Supported by Choice Housing, launched 2019, gives young people from community groups hands-on business experience.

- Start Up with the Ulster University Students Union.

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Eye on IT

ITMS Ireland & Renaissance: a match made in heaven

ITMS Ireland predominantly delivers managed services, while also being an IT maintenance and support company. It is mainly involved in the Belfast and Dublin region, but has clients across the island of Ireland, including Valeo Foods and STL Logistics.

This, helped by a long and fruitful partnership with Renaissance, gives it considerable reach.

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his is one of the reasons why it has been actively involved in organising the Cyber Expo in Belfast for the past three years.

Bill Kennedy, the Managing Director of ITMS Ireland, says that each year brings improvements. “This is the fourth year we’ve been involved in it…. and each year it’s grown enormously,” he said. “It’s a huge growth area… where there’s a lot of money being spent by the government, education and the authorities. “Along with Renaissance, we like to think we’re

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market leaders in that field and we’re flying the flag for Renaissance as we’re their business partner in the North. The fact that it is a morning-only event, finishing up by 1pm, ensures minimal disruption to attendees’ usual working day. This is especially important SMEs, for whom time is money. “It’s predominantly going to be a morning thing,” explained Kennedy. “It’s from 8am… so we can catch that catchment of people on their way to the office.

And for those who want to come in

or come back again, it goes on until lunchtime. “It’s a golden opportunity… [as] it’s a huge area of growth within the IT industry. A lot of companies realise that they need to have their IT systems properly protected”.

“It’s a huge growth area…where there’s a lot of money being spent by the government, education and the authorities.”

Being the main business partner for Renaissance in the North has given ITMS Ireland a number of advantages.

Indeed, both parties benefit from the close relationship. In a way, the Cyber Expo can be seen as a

gateway to understanding the scene and developing new partnerships with companies in the IT sector, mirroring the one between ITMS and Renaissance. “We certainly find ourselves fitting into Renaissance very comfortably,” said Kennedy. “It’s an excellent partnership…but the fact that they have quite a bit of in-house experience themselves means that, as their partner in the North, we can lean on them. “We can’t do it all, and we would never claim to do it all, so the partnerships are seen as vital… [for delivering] in these different areas”.

www.itmsireland.com

Eye on Law

MICROSCOPE CONTINUES TO FOCUS ON NORTHERN IRELAND’S LICENSING LAWS

David Black, a Litigation and Dispute Resolution Partner at leading law firm Arthur Cox, examines Northern Ireland’s licensing regime as industry calls continue for widespread reforms.

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spate of recent press coverage on licensing laws in Northern Ireland has once again placed a spotlight on what is viewed by many as an area crying out for modernisation.

Licensing in Northern Ireland – not just for alcohol but across the board – in entertainment, bookmaking, and general betting and lotteries is largely considered outdated by those in the industry.

The hospitality and gaming sectors have long criticised what they believe to be the old-fashioned and cumbersome regimes currently governed by the

Betting, Gaming, Lotteries and Amusements (NI) Order 1985, and (for liquor licensing) The Licensing (Northern Ireland) Order 1996.

The current laws remain largely untouched from the mid-‘80s and ‘90s.

There have been calls from hoteliers, restaurateurs, retailers, industry bodies such as Hospitality Ulster, and others to enact reforms, particularly around opening hours, to provide modest extension to ‘extended hours’ events, and for greater flexibility for one-off events licensing.

Those in the burgeoning

craft-brew and distilling scene are among the most adversely impacted, with the majority unable to obtain a drinks licence to promote the success of their often award-winning - products by selling them on their own premises.

Various consultations launched by the Department for Communities and others have sought to hear the views of the public and industry on how existing liquor licensing laws affect individuals and organisations and what changes could be made in the future.

The feelings within the industry appear clear – operators believe the current licensing laws are not capable of dealing with the boom of Northern Ireland’s tourist and hospitality sectors.

The lead up to the 2019 Open at Royal Portrush brought matters into focus once more, when it became clear that an

extended drinks licence would not be possible for the event under Northern Ireland law.

This resulted in renewed calls for the 2016 Licensing Bill, currently stalled in the mechanics of Stormont, and which would allow longer opening hours for special events, to be brought to the fore when the Assembly resumes.

The gaming and entertainments sectors have also led ongoing calls for reform of gambling legislation since 2011.

The recent case of a Co Down GAA club, which was forced to cancel a raffle following warnings that it could risk prosecution, demonstrated that the laws had not adapted to developments in society and advances in technology.

A particular difficulty remains that the legislation (particularly in the gaming sector) was put in place before the dawn of the internet, so the enormous change in the technological and social landscape it has brought have remained outside the reach of our current statutory regimes.

The area of licencing remains legally and practically complex, with operators requiring specialist advice to navigate the thorny nuance of the law in Northern Ireland. Arthur Cox are ideally placed to support the local industry in providing that expert advice and resource to ensure compliance with the current statutory regimes.

The Litigation and Dispute Resolution Team at Arthur Cox is well positioned to advise on all aspects of licensing law. Call +44 28 9023 0007 for further information from David or your regular Arthur Cox contact.

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Eye on Accountancy

New Director at ASM Chartered Accountants

ASM Directors.

Back row L-R: Christine Hagan, Michael Williamson, Nicola Niblock Front row L-R: Michael Nixon, Stephen Burns, Adrian Patton, Caroline Keenan, Brian Clerkin

Adrian Patton has been promoted to Director at ASM Chartered Accountants, Belfast.

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aving worked in the firm for 16 years, Adrian has progressed from trainee Chartered Accountant to Senior Manager before becoming a Director in October.

The Belfast office is now headed up by a team of 8 Directors. The firm is aiming for continued growth having seen the practice expand by

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50% in terms of staff numbers, boost its turnover by a similar margin and recently complete a move to impressive new offices in Glendinning House, Belfast city centre, all within the last couple of years.

Commenting on his new role, Adrian says “I am delighted and very proud to become a Director at ASM Chartered Accountants.

Having worked for the firm for 16 years, I understand both our business and our clients very well. We are a progressive firm with a clear understanding of the local marketplace, our

economy and the challenges that our clients face. I intend to help ASM continue to grow at this exciting time by attracting new high calibre talent to our team and by assisting our clients to achieve great results by providing high quality services tailored to their needs.�

Adrian specialises in several areas of accountancy including Audit and Advisory work, and has significant experience in Hotel, Tourism & Leisure Consultancy.

He can be contacted by email on adrian.patton@asmbelfast.com or by telephone 028 9024 9222.

Adrian Patton, Director

GROWING YOUR BUSINESS FROM THE INSIDE OUT The best companies engage their staff as well as their customers.

Talk to us about using your brand to inspire staff and boost performance from the inside out.

T +44 (0)28 9037 1010 E info@wearethefoundation.co.uk wearethefoundation.co.uk

Eye on Media

Brexit... It’s All About Communications What’s going on?

Whichever side of the voting you were on in 2016, no-one saw this coming.

Mayhem. The country(ies) divided as never before. (OK. I ‘ll admit, in 1642 things weren’t great).

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o how did it come about?

The Battle of Brexit has been fought with the weapons of communication.

From buses with slogans to social media posts targeted at specific audiences, old fashioned leaflets delivered to every home to speeches and sermons, television debates to newspapers.

The name Brexit has become a brand, and you are either for or against the brand. It has become shorthand for a very complicated concept.

When broken down into single markets and customs unions, it becomes a lot more difficult to understand what actually leaving the EU will mean to you, your family and your business, but say Brexit and everyone knows what you are talking about. Or do they? The clever thing about the brand is that it conveys one side of the debate. It means Britain exiting the EU. Every time it is said, it reinforces the leave argument.

The question is not do you want to stay or go, it is are you for or against Brexit, and that is an important psychological advantage, as people like supporting more than rejecting.

Think about how often you have agreed with someone just to keep the peace. It is also a lot easier to be forceful for change than to keep the status quo. “I am demanding that we keep things the same” is not a very exciting campaign.

Those that want to leave won the war, and a lot of the battles.

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This Dominic Cummings fellow understands communications.

Any prediction of problems from leaving was branded Project Fear. That stuck. I’ve heard it used so often it has become a sub brand. Asked a question about potential problems, “That’s all Project Fear”. “Take back control” is another winner. Who doesn’t want control. But when asked for detail about what control they want to take back, a lot of people are flummaxed.

Those that wanted to remain in Europe after the vote were branded Remoaners.

Another clever brand name.

So what did the remain team bring to the battle.

Well to paraphrase The Untouchables, they brought a knife to a gun fight. They tried to use logic, to explain, to get into detail and as a result they were pummelled. Their campaign was, not putting too fine a point on it, crap.

To get people to come onto your side you need to give people benefits and Remain simply didn’t do that. They didn’t paint a picture of all the things that are good about the EU, all they kept saying was that things would get bad if we left. It was Project Fear because the campaign was so negative. There are huge benefits from being in the EU. They just didn’t tell us.

The battles are still being fought on the news channels, talk shows, social media, newspapers and on the streets.

It is still about communication.

Yet again the remainers are all over the shop. The Labour Party have learned nothing from the failure of the Remain campaign, with no clarity about what they want, they are diving into detail again.

People - do - not - like - detail!

Leavers have a clear message “Get Brexit Done” is playing into the boredom of the public.

Never mind that there is no such thing as getting it done, it is a clear message. Labour is saying “get something, sometime perhaps, whenever, if that happens and then we’ll see.” That’s not a winner.

The Liberals are saying, we don’t like anyone, so there.

So what about the people?

They are the ones getting these messages. The recent polls show that Boris is teflon.

But he has a couple of things going for him, people know him, and they like him, or they did.

Brand Boris works for people,

his bumbling persona is used to bypass hard questions, his lack of detail is “Well that’s Boris” and his philandering, but sure we knew he was like that.

Meanwhile Corbyn has allowed himself to be painted into a hard left corner, we know very little about him as a person, and we don’t trust people who are consumed by politics.

That’s why we know about Blair playing the guitar and why Cameron let us into his personal life. The weakness of Corbyn is not just his policies as that he is seen as a cold fish. People vote for people, and likeability is a powerful tool. It’s why Coke taught the world to sing, and Guinness was good for you.

So the market is divided.

There are numerous sectors, with different goals and aspirations, those that get into the detail and those that like the headlines. And so far the headline war has been won hands down by Leave.

AWARDS 2019

NORTHERN NORTHERN IRELAND’S IRELAND’S LEADING LEADING BUSINESS AWARDS BUSINESS

AWARDS

Eye on Awards

First Trust Bank Business Eye Awards The First Trust Bank Business Eye Awards judging panel met recently at The Resolution Centre on the fifth floor of The Boat building in Belfast.

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he judges had to consider 140 shortlisted entries across 19 different categories before deciding on the winners and highly

commended awards in each category. This year’s Awards produced a record overall entry of more than 450 across the board.

“Some of the decisions we had to

Community (CSR) Award

make were very difficult indeed, and some really good companies and individuals will be left disappointed.

But we’re confident that we’ve come up with some really excellent winners right across all of the categories, winners who will showcase what is best about Northern Ireland and its vibrant business community,” says

Richard Buckley, Business Eye’s Editor and a member of the judging panel.

The panel also included Brian Gillan, Head of Business & Corporate Banking at First Trust Bank; the bank’s Head of Marketing, Michelle Corbett; Business Eye’s Brenda Buckley and Gary McDonald, Business Editor of the Irish News.

Turkington Construction

Executive Support Professional of the Year

Fast Growth Business of the Year

Lidl NI

Jackie Erskine, Link Group

PAC Group

Power NI

Kirsty Wilson, CIDO Craigavon

Salt DNA

Henry Brothers, Magherafelt

Fran Devenney, Trov, Belfast

Creative Composites

BDO / Childrens Cancer Unit Charity

Catherine Smith, AMI

Dream Apartments

GB Belfast City Airport A&L Goodbody Musgrave NI Hagan Homes Barclays Bank

Exporter of the Year

AES Global FinTrU

Edge Innovate

Sixteen South

Nicobrand

Connected Health

Naturo Pet Foods

Small Business of the Year

Environmental Street Furniture

Green Company of the Year

AES Global

Lidl NI

Simon Brien Residential

Abbey Upholsterers

Glandore

AES Global

Deli LITES

CTS Projects

ASAP Cargo

Cubis Systems

Larchfield Estate

ProAxsis Fathom CGD Technologies Marine Hotel, Ballycastle Uberfone Technical Metals Trainor Stone & Tile Cathedral Eye Clinic

Innovative Business Of The Year

Musgrave NI

Family Business of the Year

Ulster Orchestra

Uberfone

Bloc Blinds

Glandore

Musgrave NI

Lowden Guitars

AES Global

BMI Trailers

Henderson Technology

McGimpsey Brothers Removals

Precept IT

Woodside Logistics

Environmental Street Furniture

McGreevy Engineering

Obbi Solutions

Davisons

BMI Trailers Deli LITES

Eye on Awards

The Shortlist 2019 Agri Food Innovation Award

Employer of the Year Kukoon Rugs

Tourism/Hospitality Company of the Year

Davisons

FinTrU

James Street South Group

Mash Direct

First Derivatives

Galgorm Resort & Spa

TODD Architects

Marine Hotel, Ballycastle

Herbert Smith Freehills

Titanic Hotel, Belfast

Mackle Pet Foods

GB Belfast City Airport

Axiom Managed Solutions

Made In Belfast Group

Around Noon

Montalto Estate

Medium/Mid-Sized Business of the Year Kukoon Rugs AMI (Asset Management Ireland) Selective Travel Management Barclay Communications GB Belfast City Airport TODD Architects We Are Vertigo Davisons

Professional Services Firm of the Year Millar McCall Wylie Davidson McDonnell Mills Selig Harbinson Mulholland A&L Goodbody TODD Architects John McKee Solicitors

Research & Development project of the Year Yellow Design Belfast City Centre Management BMI Trailers

Fitzwilliam Hotel Oasis Travel

Technology Company of the Year

Young Business Personality of the Year Glen Stewart, We Are Vertigo Sarah Presch, Retro Digital

Sugar Rush Creative

Greer Winnington, Flooring Solutions

Salt DNA

Kenny Galloway, Randox Health

Axial 3D

Daniel McCarry, Counter Digital

Henderson Technology

Aidan Larkin, Wilsons Auctions

First Derivatives

Gareth Deering, Denroy Plastics

Precept IT

Samantha (Sam) Kirk, Dynamic Signal

Workpal

Chris Power, Davy Private Clients UK

Fathom AMI (Asset Management Ireland)

Manufacturer of the Year

Company of the Year

Ryobi Aluminium Castings

Wilsons Auctions

Mivan

Musgrave NI

BMI Trailers

George Best Belfast City Airport

Bloc Blinds

Lidl NI

Lowden Guitars

First Derivatives

Creative Composites

FinTrU

Davisons

Mackle Pet Foods

Sixteen South Lowden Guitars Sensata Technologies

To book a table contact ciara@businesseye.co.uk Or book online at http://www.businesseyeawards.co.uk/book-a-table

Eye on Law

TLT Elects New Managing Partner

UK law firm TLT has elected its first new managing partner in 19 years, with corporate head John Wood winning support from the firm’s partnership.

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ohn will replace the firm’s long-standing managing partner David Pester who has decided to step down at the end of his sixth term in office. John will take over from 1 April 2020 after a six month period of transition.

David will remain at the firm in a new role that supports the firm’s continued growth.

John has been head of corporate since 2003, doubling corporate revenues and expanding its capability across the UK over the last four years.

As a member of the firm’s Executive Board, John has also worked closely with David and

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the firm’s practice and operations directors to drive improvements in firm wide profitability; since 2017 this has delivered a 41% increase in net profit.

David was first elected as the firm’s managing partner in 2001 and is one of the longest serving managing partners in the UK legal market. During his tenure, revenues have grown from £8m to £87.6m, the firm has expanded to add six new offices and increased in size to over 1000 people.

Managing Partner Elect John Wood said: “I’m looking forward to building on David’s success and delivering TLT’s ambitious

plans for the future. We are an entrepreneurial business with a real appetite to think differently in terms of what and how we deliver for our clients. With the challenges facing the sector – our independence, culture and approach put us in an enviable position to rapidly drive change in how legal services are delivered.”

Managing Partner David Pester said: “The firm has changed significantly during my time as managing partner in terms of size and depth of sector expertise. But, it remains at its core a group of people who are ambitious for their clients and colleagues. I look forward to supporting John as he takes the firm forward through its next phase of development.”

Senior Partner Andrew Glynn, who oversaw the election process said: “This is an important change for the firm.

A strong governance structure, a considered and robust election process across the partnership and a carefully managed transition period will ensure we remain focused on the future and delivering for our clients.”

The firm has continued to grow across the UK over the last 12 months with a number of team and individual partner hires. This has included the acquisition of a specialist real estate firm in Scotland and around 20 new partner hires across its UK offices. This is part of the firm’s current strategy to build expertise and scale in its specialists sectors, which include Clean Energy; Digital; Financial Services; Leisure, Food & Drink; Public Sector; Real Estate; and Retail & Consumer Goods.

Firm revenues were £87.6M in 2018/19, representing over 50% growth in the last five years.

Eye on Accountancy

Corporate Structures – How To Protect Assets And Retain Wealth Often when considering the best choice of business entity through which to carry on your activity, the decision comes down to whether the entity should be a sole trade, a partnership, perhaps an LLP, or a company, whether limited or unlimited. And for most the choice is a fairly straight forward one – a limited company.

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ecent statistics from Companies House show that in Northern Ireland there were approximately 60,000 companies in existence (excluding companies in receivership). In the year to 31 March 2019 1, 105 new companies were incorporated in Northern Ireland. The vast majority of these businesses will be stand-alone companies owned directly by shareholders.

Given the uncertainty that exists all around us in business, wouldn’t it be good if there was a business structure that allowed entities to avail of the low corporate tax rates currently available, and at the same time protect key assets in the business from the day to day risks of commercial activities.

The solution in many cases is a corporate group structure.

In its simplest form, the corporate group structure would involve the main trading vehicle “Tradeco” being wholly owned by another corporate entity “Holdco”, which in turn is owned by the shareholders.

The key assets, i.e. property, plant etc. would be owned by Holdco and made available to Tradeco to use in its day to day operations. In the event of an unforeseen disaster occurring in Tradeco the key assets would be protected in Holdco.

The above structure is the ideal

scenario and how you would structure a business if you had a blank canvas. However in reality most companies already exist in single company structures and the property, plant and other key assets are all sitting in the main trading vehicle.

All is not lost however as a corporate group structure can be established in a tax neutral way with approval from HMRC. There is a formal clearance procedure where approval can be obtained from HMRC to insert a new company above an existing trading company without incurring any tax liabilities.

Once the holding company has been established above the trading company the key assets of the trading company can be transferred intragroup to the holding company without incurring any tax charges.

A number of specific reliefs need to be claimed as part of this process but with careful planning the group structure can be established with no tax cost, with the key assets being protected from the commercial risks of the trading entity.

Another common situation is where existing companies hold both trading and investment assets, and often the value of the investment assets is such that favourable Capital Gains Tax and Inheritance Tax reliefs are not available on the entire

Lisa Canavan, director at ASM Chartered Accountants

value of the company. This can be particularly problematic in relation to a lack of Business Property Relief (“BPR”) for Inheritance Tax. Again though there is a solution which can split the company into two, with new corporate entities holding the trading element and investment activities separately. The value of the trading entity will then attract BPR which was previously unavailable in the existing entity.

The process required to achieve this is a non-statutory demerger and there is a formal clearance process available with HMRC to ensure that the split can happen with no tax liabilities arising.

Non-statutory demergers can also be used where shareholders in a company with multiple activities have decided that the business has run its useful life and the shareholders want to go their own way and take part of the existing company with them. Whilst this is more complex to achieve there is a formal process with HMRC which means this can be achieved.

While this will not be totally tax free, if correctly structured the tax cost will be minimal, and may be a small price to pay if shareholders

have fallen out and want to exit the existing structure.

As can be seen from the three examples provided above, corporate reconstructions can provide a mechanism for asset protection and wealth retention. There are many more applications of corporate reconstructions, too many for this article, which can provide both commercial and tax advantages.

As with all planning, professional advice should be sought before undertaking any course of action.

ASM Chartered Accountants has six offices, Magherafelt, Dungannon, Belfast, Dublin, Dundalk and Newry. The 160 strong team specialises in a range of accountancy disciplines including, taxation, audit & accounting, corporate finance, Insolvency services, forensic accounting, consultancy services, internal audit, hotel, tourism and leisure.

Lisa Canavan is a Director at ASM Chartered Accountants and can be contacted at lisa. canavan@asmmagherafelt.com or on 028 7930 1777 to discuss your taxation, accounting and business finance requirements.

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Eye on Events

Cruise into Christmas with AC Hotel Belfast Contemporary-luxe riverside hotel launches festive offering

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he four-star AC Hotel Belfast, located at City Quays, has officially launched its hospitality offering for Christmas 2019, with a selection of unique dining and social packages to celebrate the festive season.

Multi-Michelin-starred chef, Jean Christophe Novelli launches his exquisite Christmas menu available from Friday 29th November at destination restaurant, Novelli at City Quays. Inspired by Mediterranean culinary techniques and harnessing local produce for an authentic taste experience, diners can enjoy a specially curated Christmas lunch or dinner in the restaurant with spectacular

views of the River Lagan. Uniquely positioned on Belfast’s waterfront, guests can snuggle up with a warming digestif out in the open-air terrace and soak up the scenic river views.

AC Hotel Belfast brings a new package to the festive offering for 2019, with the launch of its private dining. Available for groups of 15 to 40, the private dining room located on the first floor offers an intimate space with stunning panoramic views, dedicated waiting staff and a mouth-watering Christmas menu.

For those looking to do something a little different to ring in the festive season, the ‘Dine & Cruise’ package will see guests enjoy the private dining experience before embarking on an hour-long festive river cruise, followed by a complementary winter warmer drink on the terrace.

If a casual setting is preferred, AC Hotel’s Christmas Socials at Novelli at City Quays restaurant, or in a private suite, are the perfect way to celebrate the festive season. Guests will enjoy a sparkling reception and feast on a grazing table bursting with delectable Christmas canapes all in the comfortable luxury of a dedicated social space.

Put the finishing touches to any celebration with a pre-ordered drinks package and choose from a wide selection of beers, wines and spirits

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including drinks hampers and the AC Hotel Belfast’s special take on the traditional bucket of beer. For something really unique, take a table on the terrace for a hot drinks reception with blankets, mitts and scarves available for those frosty evenings!

To find out more about the Christmas hospitality available at AC Hotel Belfast this year, visit www. novellirestaurants.co.uk/belfast/ occasions/ or call 028 9531 3180.

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Eye on Food

BRAND BRISTOW Has The Recipe For Business Success

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Eye on Food Mention the name Jenny Bristow, and automatically you think of a trusted local source of culinary inspiration. Her name instantly conjures up honest cooking, comfort eating and warm homely kitchens where fresh bread and hot soup are always gently bubbling on the stove.

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ver a career spanning three decades in cooking, broadcasting and publishing, Northern Ireland’s favourite cook has transformed in the public consciousness into a well-respected and instantly recognisable brand which personifies Ulster cooking at its best.

And in business terms, there is nothing more valuable than a brand that people know and love. That’s because it’s an asset which is very difficult to achieve as it can only be built on a long-term relationship of trust and sustained hard work.

Brand Bristow has certainly not been cooked up quickly. In fact, it has taken a lifetime of dedication which was formally recognized when Jenny was awarded the British Empire Medal (BEM) in the 2014 Birthday Honours for services to broadcasting and the food industry in Northern Ireland.

Jenny Bristow has been carefully building and nurturing her special relationship with the people of Northern Ireland for many years.

She has always encouraged us to put well-cooked, healthy dishes at the centre of a positive lifestyle and promoted the idea that food brings people together.

Notably, she was promoting these messages well ahead of today’s food-obsessed trends and has always been able to predict what consumers will both want and need.

Jenny says: “My sustained business success is less to do with strategy and more to do with passion and honesty. My first love is cooking, and my second is teaching. Over my career, I have been lucky to do both. Through broadcasting and publishing, the public recognizes me because I have been in the public eye for a long time, and I suppose I have become a familiar brand to many.

“I think my strength is that I understand what people are looking for because I’m exactly like them.

I want to eat a healthy diet, but I work hard running my business, so I don’t have time to cook and prepare food. I need to feed my family well but have a limited budget. So I try to respond to the real issues people have around food and provide solutions that put the fun back into cooking and eating.”

Holidays (1991), Jenny Bristow Cooks for the Seasons (2002–2003) and Jenny Bristow’s USA (2007), all filmed in a converted barn at her farm near Cullybackey. Jenny was inviting curious viewers in her home for culinary support and encouragement a long time before a certain Naked Chef hit our screens!

Jenny is also an experienced and widely published author and her most recent book, entitled

“I want to eat a healthy diet, but I work hard running my business, so I don’t have time to cook and prepare food. I need to feed my family well but have a limited budget. So I try to respond to the real issues people have around food and provide solutions that put the fun back into cooking and eating.”

Since her first television appearance cooking potatoes on Ulster Television’s Farming Ulster in 1989, Jenny Bristow has worked hard to gently educate local food lovers about the latest global culinary trends, while encouraging people to appreciate and celebrate homegrown produce.

A true pioneer in both the kitchen and local broadcasting, Jenny has fronted many popular television series including High Days and

At Home With Jenny, is her 14th cookbook. Many of her previous publications topped the book charts in the UK and Ireland, some even making on to the prestigious Sunday Times Best Seller list.

In her latest publication, she returns to her roots with wholesome recipes for easy and affordable meals to suit all occasions - from quick mid-week suppers to the traditional family Sunday lunch.

It has been four years since

Jenny last published a book. In that time, she has been kept incredibly busy with her hugely successful cookery school, and appearing at events right across Northern Ireland and further afield in her role as a NI Food Ambassador.

As someone who makes it her business to horizon-scan for upcoming lifestyle, food and business trends, what’s Jenny’s advice as to what’s hot right now?

“There has been a push-back against the relentless demands of digital technology. Many people find cooking a mindful way of relaxing while nourishing their minds, bodies and souls.

People want simplicity and to be connected to how their food is sourced and prepared,” Jenny says.

“For business in general, my personal recipe for success is simple.

Remain passionate and be honest.

There are no short cuts when it comes to building trust in your brand. It takes time and dedication, and you must be committed to innovation and evolution to remain connected and relevant.”

At Home with Jenny is available online at jennybristow.com, Easons, Tesco and a number of independent retailers priced at £11.99

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Celebrating life, every day, everywhere

DRINK RESPONSIBLY The BAILEYS, GORDON’S, CAPTAIN MORGAN, SMIRNOFF, GUINNESS, SMITHWICKS, CARLSBERG and HARP words and associated logos are trade marks © Diageo 2015.

Eye on Events

Automation & Accounting In Focus At Belfast Event

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ver 200 business and industry leaders were in attendance at W5 this week to learn from an expert panel including representatives from AIB and consulting firm EY on the future of automation within the finance profession.

Attendees at the event, hosted by Ulster University and the Association of Chartered Certified Accountants (ACCA), were told that despite popular opinion on the topic, analysis to date suggests

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the automation of the accounting profession will create more jobs and better opportunities for accountants in the future to provide analysis and insight to their clients. Pictured at the event in W5 are Ronnie Patton, ACCA Council Member, Don Browne of AIB, Stephen Doyle of EY, Alex Falcon-Huerta who is the founder of Soaring Falcon Accountancy and Clive Webb, Senior Professional Insights Manager at ACCA.

HAVE THE WILL TO GIVE…

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s part of Will to Give Week (4th – 8th November) a group of local charities are urging people to leave a Gift in their Will and revealed that if an extra one percent of Northern Ireland’s population left just one percent of their estate it would equate to millions of pounds in vital income every year. Will to Give represents a group of 68 of Northern Ireland’s most loved charities with a diverse range of

causes including health; medical welfare; animals; aged; education, training and SEN; religious and disability, working together to encourage people to leave a charitable gift in their Will. Pictured is Charlie Smyth (aged 9) and his dog Tony.

For further information visit leaving a Gift in your Will to a charity close to your heart, go to www.willtogive.org

Celebrating life, every day, everywhere

DRINK RESPONSIBLY The BAILEYS, GORDON’S, CAPTAIN MORGAN, SMIRNOFF, GUINNESS, SMITHWICKS, CARLSBERG and HARP words and associated logos are trade marks © Diageo 2015.

Eye on Events

ReformNet Gala Ball ReformNet, a Belfast based business networking group, held its inaugural Gala Ball in the Crowne Plaza, with over 190 guests in attendance.

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eformNet, a Belfast based business networking group, held its inaugural Gala Ball in the Crowne Plaza, with over 190 guests in attendance.

The business group, which has been in existence for over 15 years, meets monthly for luncheons in the Ulster Reform Club, Belfast. The ethos of the group is “Business Through Introduction”, and at each event, members and their invited

guests, hear from a range of Guest Speakers, and enjoy first class networking opportunities.

The Gala Ball was in aid of local charity, Cancer Fund for Children, and over £12,000 was raised through ticket sales, a raffle and a charity auction.

Gareth Neill, Wendy McCulla, Angela Bennett and Robert Hood.

Event organisers Jonathan Bethel, David Owens, Angela Bennett, Robert Wilson, Robert Hood and Ron Hogg.

Kerry Trimble, Nichola Rollins, Paddy Miscampbell, Dominique Miscampbell, Andy Donachie and Lorraine Donachie.

Kevin O’Neill, Lisa Brady, Stuart Bennett, Fiona Mitchell and Gareth Neill.

Marc Rice, Teri Nicholl and James Trimble.

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Eye on Travel

A High Tech Haven On The Hill

There’s nothing particularly new about outdoor jacuzzis. Ballymena’s Galgorm Resort has lots of them, some with fine views of the River Maine. But there can’t be many anywhere with a view to rival that from the outdoor terrace of the spa at The Salthouse Hotel in Ballycastle.

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t’s a view that guests can also drink in from the hotel’s main bar and restaurant, a sweeping panorama that takes in the rooftops and harbour of Ballycastle itself, the expanse of Rathlin Island, Fair Head to the east and, further afield within sight, Scotland’s Mull of Kintyre and whisky-producing Islay off to the north.

The Salthouse Hotel, a £5 million investment by local businessman Nigel McGarrity and Ballycastle-based property developer Denis McHenry, opened its doors just in time for the Open Championship at nearby Royal Portrush back in July.

Since then, it’s been packing the tourists and the casual visitors

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in at a steady rate. When we stayed in late October, guests were a mix of overseas tourists, visitors from the south and so-called staycationers, and The Salthouse’s excellent restaurant had been entertaining more than 100 over the lunchtime period...on a Monday.

It’s not hard to see why the place is proving so popular. It’s new, it’s impeccably designed, it’s clean, it’s definitely luxurious and it has a genuine warm and homely feel, encouraged by an excellent team of staff led by the father and son team of Nigel and Carl McGarrity, the latter not just a chip off the old block but also a born hospitality entrepreneur if ever we’ve met one.

And The Salthouse, so called because it also overlooks the old salt pans of Ballycastle Bay, has another USP working in its favour. The 24-bedroom hotel

is reckoned to be the most environmentally sustainable and eco-friendly hotel in the country.

It’s green credentials are genuinely impressive.

Eye on Travel

Built using local materials, it operates completely on renewable energy, an on-site wind turbine and solar panels are part of the design, light and heat are carefully managed around the building and the eye for environmental detail runs right through to the restaurants menus, which are printed on recycled and recyclable paper.

SMART rooms, by the way, put the guest in full control of their own environmental effort once they’re staying there. And those rooms are very comfortable and welcoming – warmly designed, spacious, with large cosy beds and well-equipped bathrooms.

Up in this part of the world, you can’t open a hotel without getting the food and drink right.

It’s part of our DNA, after all. The Salthouse certainly seems to have got it right on the evidence of an excellent evening meal and a superb breakfast. There’s a comprehensive but not confusing menu on offer, with some decent steaks and plenty of locally sourced seafood on offer. A good wine list, too, although many will

be tempted by the range of gin serves and cocktails available from the bar, where some very professional bar staff hold court.

The bar and restaurant are warm and welcoming after dark, but do try to get there in the daylight hours to appreciate the remarkable views out towards Rathlin and beyond.

New to the hotel is its £400,000 spa facility, complete with three fully-equipped treatment rooms and a thermal suite featuring an aromatherapy steam room, those external hot tubs and sauna and four heated daybeds.

The spa’s therapy team has been trained by organic (what else?) beauty brand Voya.

As we move into the winter months, the spa facility will undoubtedly play its part of keeping the visitors coming to Ballycastle and The Salthouse Hotel. What better way, after all, to spend a weekend or a couple of days mid-week than to enjoy the spa, take a couple of bracing North Coast walks, and relax with a drink or two and a top-class meal with the best view on the coast.

Father and son team of Nigel and Carl McGarrity

It’s a unique place, this hotel. It might not be big, but it’s certainly clever. Most importantly, though, it’s wonderfully positioned in one of the most beautiful parts of this island. And it does everything a really good hotel should do... and a bit more.

For all the details, log onto www.thesalthousehotel.com

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Eye on AgriFood Sam Butler talked to Crawford Ewing of Ewing’s Seafoods in Belfast, the leading Northern Ireland fishmonger, about the growth of the award-winning business.

Award Winning Seafood Business Enters New Era By Investing For Growth

Family team: Walter Ewing shows one of the many awards won by Ewing’s Seafood with sons, left, Crawford and Warren outside the iconic shop on the Shankill Road in Belfast

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rawford Ewing admits that a decision to expand the successful Ewing’s Seafood business in Belfast was “tinged with sadness” for the family. “We were sad because it meant we had to demolish a kiln that had been used by the family for many decades to produce delicately smoked and delicious fish for high-end restaurants, hotels, other corporate clients and premium seafood devotees in Northern Ireland, Great Britain and the Republic of Ireland,” he says.

“We’d no option. We had the business and we required a much bigger and more modern smoker to enable us to respond,” Crawford, a director of Ewing’s, the iconic fishmongers on Belfast’s Shankill Road, continues. “Our sales of organic smoked salmon, in particular, are soaring and we needed to make a significant investment to increase capacity. We needed the extra space to cure, smoke and then freeze our fish,” he explains.

“There really wasn’t any alternative but to demolish the old and relatively small kiln. But it was especially traumatic for our father, Walter, who grew up with the kiln and knows more than anyone the contribution it made to the flavour and

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Delicious smoked salmon from Ewing’s is prized by top chefs

texture of our products,” he adds. Crawford runs the business with father Walter and brother Warren.

The old kiln, located behind the famous seafood shop fronting the road, had been used to smoke fish for much of the company’s existence since its foundation by the family in 1911. The shop has long been the first ‘port of call’ for fish and seafood lovers since then and provided fish for workers on the ill-fated Titanic and other Harland and Wolff vessels over many years. It’s now one of the last remaining specialist fishmongers in Northern Ireland.

“The old kiln served three generations of our family business by enabling us to create the finest smoked salmon in the world. It not only satisfied our local community and our food service business to hotels and restaurants but we also regularly sent smoked fish to the most influential people including the Royal Family and other celebrities. We could never have imagined that my grandfather’s old brick shed with a tin roof would become a local institution!,” he says.

The business was founded by his great grandfather, William, in 1911. “The ethos of our business since then is quality. This is always the primary ingredient,” he adds. “We then add our

passion to be the very best at what we produce.

As a result, we believe that our smoked salmon, in particular, is the world’s very best,” adds Crawford.

Today, Ewing’s counts Sainsbury’s and many other high-end outlets among clients for smoked salmon and cod, products which have won a clutch of major national and local awards. It is also the prime supplier of organic salmon and other fresh seafood to more than 300 of Northern Ireland’s top restaurants. In addition, organic salmon smoked

by Ewing\s has been used at high profile dinners and receptions in Britain and exported worldwide.

Travellers at Belfast International Airport, furthermore, have been able to take the attractively packaged smoked salmon on board with them from the Food NI/Taste of Ulster shop in the Departures lounge, the only fish available in the small shop. The company is a Food NI member.

Crawford says Ewing’s has seen growing demand for its organic salmon, in particular, because of its outstanding flavour which made the decision to invest in a new smoker, new packing equipment and other modern kit a “no brainer”.

“While we were reluctant to move from our

Eye on AgriFood

Ewing’s sources the finest salmon for smoking for top restaurants and hotels

historic smoker which has been at the core of our business for almost a century we needed a significant increase in capacity to meet orders from existing customers as well as many others seeking the salmon,” he explains.

“Demolishing the old smoker was still a bit traumatic because of the many decades of fragrant smoke and, of course, history in its walls,” adds Mr Ewing.

While the old kiln has now given way to a new and much larger smoker, which is also within the company’s historic Belfast factory and shop complex, Ewing’s retains its longstanding and unique curing recipe and continues to smoke slowly over oak and beech wood chips. The slow curing and smoking process takes around a week.

The new smoker, designed to the highest hygiene standards, recreates traditional methods and also features a purpose-designed high-care packing facility. The location of the old kiln has been cleared for the construction of a huge new freezer that will support the company as it responds to the growing demand for its flavourrich fish and other seafood, products prized, in particular, by many of Northsrn Ireland’s top chefs.

The company sources premium salmon from Northern Ireland and Scotland and has developed attractive smoked salmon packs for retail that feature Walter, Northern Ireland’s most knowledgeable and widely respected fishmonger, as well as supplying fresh, chilled and frozen seafood for foodservice.

The excellence of the company’s approach has been endorsed by a string of national accolades for its cured fish. It has won UK Great Taste Awards for its organic salmon and a listing in the Top 50 Foods in 2014 for its lightly smoked cod loin.

“Being listed among the Top 50 Foods in the UK, Ireland and other parts of Europe was a marvellous endorsement of the quality of our fish and, of course, of our expertise especially in curing and smoking organic salmon and cod,” Crawford continues.

“We’ve gained Bridgestone and other prestigious awards over the years and also won the Northern

Ireland Supplier of the Year, the latter accolade from the foodservice sector. Having a continually growing customer base in the high-end foodservice and retail markets is also immensely encouraging,” he adds.

The premium organic smoked salmon was again endorsed in this year’s Great Taste Awards.

The growing demand for salmon here mirrors the international popularity of the fish. Salmon, especially from Scotland’s extensive network of fish farms, continues to play a vital role in the UK’s exports.

The latest figures show that UK exports grew by 14 per cent last year, driven by a surge in sales for Scotch whisky and salmon. In fact salmon exports no exceed those of whisky brands. Salmon exports were up by 41 percent – the strongest growth of all the top 10 UK food and drink products. This represented a 20 per cent increase in the volume of farmed salmon being exported from Scotland.

“There’s also a growing demand in Northern Ireland for other fish and seafood that’s being driven by dietary and health concerns,” Crawford says. “More shoppers are certainly looking for quality fresh fish and have been influenced by marketing campaigns led by bodies such as Seafish and its successful annual Seafood Week. Health bodies now recommend that adults should eat two portions of fish a week, one of which should be oily such as salmon, a fish particularly high in long chain omega 3. We are also encouraged by schools here are also increasingly showing students how to prepare and cook fish,” he says.

Ewing’s employs 29 people in its shop and linked processing plant.

He loves “working with superb produce every day and receiving compliments from our customers about the quality of the fish”. “It’s hard work but receiving positive feedback makes it all worthwhile and very rewarding. We also like to introduce shoppers and clients in restaurants and hotels different fish landed at our ports.

“At Ewing’s, we are working in a family environment and together every day 24/7/365.

Crawford Ewing of Ewing’s Seafood in Belfast showing the fishmonger’s award winning organic salmon

We all work flat out and are totally committed to be the best at what we do, and working this close ensures quality and consistency.

“This commitment involves a hands-on approach with all our customers, which helps to ensure our continuing success in a competitive marketplace,” Crawford, whose lifelong interest in motorbikes helps him relax, explains.

Fresh fish and other seafood are also sourced from local trawlers and ‘day boats’ especially in Kilkeel, Northern Ireland’s fishing hub. It also cures and smokes fish for other seafood businesses in Northern Ireland.

The company remains committed to maintaining techniques and traditions from the earliest days of the business.

“The salmon sides are still all carefully hand cut and boned in the same way our family have done for generations. Our smoking technique and methods are also the same,” he says. The “rich fragrant mix” of beach and oak wood chips are sourced from Scotland for “a traditional full flavour”.

“What we have done with the new kiln and associated technology is to bring the 19th century into the 21st without taking away any of the passion, knowledge and traditional methods to produce superb fish and seafood.”

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Eye on Accountancy

Fairstone adds new firm to its DBO programme

Fairstone, one of the UK’s largest Chartered Financial Planning firms, today announces that it has signed up Belfast-based ASM Financial Planning Limited to its unique downstream buy out (DBO) programme.

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he deal brings more than 3,000 clients, seven advisers and a team of nine support staff to the wider business as well as gross fee income of £1.5 million and Funds Under Management of circa £250m.

Based in Belfast, ASM Financial Planning provides pension, protection and

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investment advice to high net worth individuals as well as local and international businesses based in Northern Ireland.

Fairstone is a full-service wealth management house delivering integration-led growth and its unique downstream buy out approach ensures that companies are fully-integrated with Fairstone prior to final acquisition, ensuring a seamless transition for clients and staff.

Significantly, many companies which have successfully reached full acquisition have enjoyed increased organic growth and a higher valuation than expected on purchase.

Commenting on the deal, Haydn Gibson, Managing

Director of ASM Financial Planning, said: “We are enthusiastic about our link up with Fairstone.

“As one of the largest Chartered IFA firms in the UK, we believe that this will enhance our ability to offer a competitive and professional service to our extensive Northern Ireland client base. The arrangement with Fairstone provides us with economies of scale that will enable us to focus on relationships and to provide quality advice to our clients.”

Fairstone CEO Lee Hartley added: “We are delighted to bring another quality business into our downstream buy out programme. When we select businesses to work with, client

interests always come first. We partner with those companies who share our determination that clients should never be treated as a commodity.

“ASM will now be able to take advantage of Fairstone’s support and infrastructure to grow the business without compromising on client service or independence.

“Our DBO programme continues to be a core driver of growth for the business, reversing the traditional buy and build approach. Integration plays a key role in a firm joining the programme and the DBO proposition ensures all firms benefit from industry leading infrastructure to help grow their businesses.”

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2 Roli Shaw

3 Terry Kelly

2 FinTrU has announced the appointment of Roli Shaw as General Counsel - Head of FinTrU Legal.

Roli has over 17 years’ experience in Legal and Financial Services, having worked within private legal practice and financial institutions during that time. Prior to joining FinTrU, he ran the Legal Department for Citibank, where he was responsible for a group of 100+ legal professionals supporting their markets, capital markets, securities and treasury functions in EMEA. 3 Terry Kelly becomes Sales & Marketing Manager at Killeavy Castle Estate. He joins the team at Killeavy from Roe Park Resort in Limavady where he managed the Golf, Spa and Leisure facilities as well as Sales and Marketing for 13 years.

Previously, Terry managed the spa and leisure facilities at Killashee House Hotel in Co. Kildare.

4 Michael Wilson

5 Ryan Hood

6 Mauricia Croan

Millar McCall Wylie has announced the appointment 4 of Real Estate Associate, Michael Wilson. Michael joins the commercial property team from an International Law firm, advising in areas such as acquisitions and disposals, landlord and tenant law and property finance. Having qualified as a solicitor in 2014, Michael brings a range of experience across the commercial property sector, providing practical solutions and streamlined advice.

5 Ryan Hood has been appointed as an Architect

by Hamilton Architects. A graduate of Queen’s University Belfast with a BSc in Architecture and a BArch, Ryan has 15 years’ experience across a variety of sectors including healthcare, commercial, residential and community.

6 Also at Hamilton Architects, Mauricia Croan has been appointed as an Administrative Executive. Mauricia, who has a BSc in Computer Science from the OU at the University of Chester, has eight years’ experience working in a variety of management, supervisory and administrative roles in the retail sector.

7 Ala Cieslikiewicz

8 Jonathan Irwin

9 Fraser Campbell

7 And Ala Cieslikiewicz has been appointed as an Architectural Technologist. Ala has over four years’ experience in the residential, commercial and manufacturing sectors.

Esri Ireland, the market leader in Geographic Information Systems (GIS), has appointed 8 Jonathan Irwin as Professional Services Executive Manager for Northern Ireland. Prior to his appointment, Jonathan worked with Esri Ireland for 17 years across consultancy, project delivery and customer management roles.

10 Jodi Doherty

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11 Catherine Carland

12 Jennifer Morgan

9 Fraser Campbell has been appointed as a Senior Communications Consultant at Smarts and will work across several Diageo projects. Fraser joins Smarts from ‘The & Partnership’ in Scotland where he worked as Account Director for the RBS Group.

With previous experience in shopper marketing for Diageo and Nestle as well as in delivering integrated campaigns for clients such as Samsung, Fraser brings a wealth of knowledge to his new role.

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14/01/2019 11:57:32 10 Jodi Doherty returns to Smarts as a Senior Communications Consultant having spent a year in Australia delivering award-winning campaigns for Kellogg’s and Burger King. A specialist in brand communications, events and project management, Jodi will bring this expertise to her new role working on clients including Johnnie Walker and Diageo Global Travel.

13 Amy Shannon

14 Lauren Shaw

15 Robyn Butler

11 Catherine Carland has been appointed as Communications Manager at Smarts. Catherine previously spent four years working at the Web Bureau where she delivered award-winning digital campaigns for a wide variety of local and national clients. A Queen’s Business Management graduate, Catherine comes to Smarts as an all-round marketer, with strengths in digital copywriting, social media and digital advertising. She will be working on clients including Forest Feast and Diageo Bar Academy.

12 Jennifer Morgan has been appointed as a Senior Communications Executive at Smarts.

Jenny joins the business from the SSE Arena where she spent two years working within the digital marketing team. With a passion for social media, Jenny will be responsible for creating and delivering engaging digital communications for clients such as Snow Patrol and Diageo Bar Academy.

16 Rebecca Logan

17 Emma McCloskey

18 Jenna Watt

13 Amy Shannon joins Smarts as a Communications Executive. Amy brings a wealth of experience in project and event management to her role having worked for five years as a wedding planner, project manager and in a marketing capacity within the hospitality and events sector. Amy will be responsible for supporting on the delivery of creative marketing strategies as part of an integrated communications approach for clients such as Openreach, Forest Feast and Diageo.

14 15 16 17 18 19 20 21

19 Kathryn O’Hagan

20 Mairi-Claire Power

21 Conor Mulligan

22

Law firm Mills Selig has appointed nine new solicitors and trainee solicitors.

Appointed as solicitors at the firm are Lauren Shaw (commercial property & banking), Robyn Butler (property & property finance), Rebecca Logan (property & intellectual property), Emma McCloskey (corporate) and Jenna Watt (corporate). New to the team as trainee solicitors are Kathryn O’Hagan (corporate), Mairi-Claire Power (property), Conor Mulligan (employment, litigation and construction) and Ryan Leonard (private clients).

22 Ryan Leonard

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Eye on News

Catagen is top Northern Ireland company in 2019 Deloitte Technology Fast 50 Limerick company Electricity Exchange has taken the number one spot in the 2019 Deloitte Technology Fast 50 ranking, with Belfast-based Catagen coming in second on the list.

B

oth companies are new entrants to the Deloitte Technology Fast 50 awards programme, which ranks the country’s 50 fastest growing technology companies based on revenue growth over the last four years. This year marks 20 years of the programme celebrating innovation and entrepreneurship in the island’s indigenous technology sector.

Electricity Exchange is a leading provider of demand response technologies and services, deploying technologies to deliver additional revenue directly to commercial and industrial electricity consumers’ bottom line. The company achieved a growth rate of 1442% over the last four years.

Catagen Ltd is an after-treatment

automotive emissions specialist, delivering advanced solutions that will have direct impact on cities and air quality. It achieved second spot with a four year growth rate of 1162%.

Cumulatively, the 2019 Fast 50 winners generated approximately €3.6 billion in total annual revenues in 2018 and 18 new companies were listed on the ranking.

There was also success for Northern Ireland-based companies in awards presented in addition to the overall ranking. These included the cyber security award, which was presented to Belfast-based Titan IC, who also took home the Innovative New Technology Award, presented in association with Google.

Peter Allen, Partner at Deloitte (R) is pictured with Dr Andrew Woods (L), CEO of Catagen

Catherine Harrison of Newry-based First Derivatives was also recognised with the Women in Technology Advocate Award, in association with Vodafone.

These MNC patron awards aim to emphasise the importance of the relationship between multinationals and indigenous companies. Also recognised were: t &YQPSU "XBSE JO BTTPDJBUJPO XJUI

Intel - SilverCloud Health t *NQBDU "XBSE JO BTTPDJBUJPO with PayPal - TEKenable t %JTSVQUJWF 5FDIOPMPHZ "XBSE in association with Facebook - Electricity Exchange Details of the final Technology Fast 50 ranking are available to download at www.fast50.ie.

Marie-Claire Makes Global ‘20 In Their Twenties’ List ICC Belfast’s Marie-Claire Caldwell has been named in the prestigious PCMA (Professional Convention Management Association) “20 in Their Twenties” class of 2020, recognising her as one of the brightest and most talented global event professionals.

P

CMA is the world’s largest and most respected network of business events specialists - in being included on their “20 in Their Twenties” list, Marie-Claire joins an elite group of event professionals from across the world.

Indeed, she is the sole representative from the UK and Ireland, and one of only four European representatives.

This award follows a recent promotion to Head of Sales and Marketing at ICC Belfast. Marie-Claire joined the team in April 2018 as Campaign Marketing Manager and was the driving force behind the repositioning of Belfast Waterfront to ICC Belfast for the conference market. Since then, her creative flair, leadership skills and meticulous attention to detail has

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captivated target audiences, inspired her sales team and driven business growth.

Catherine Toolan, Chief Executive Officer at ICC Belfast commented: “We are immensely proud of Marie-Claire and her success. The progress she made since she joined ICC Belfast is reflective of her can-do attitude, skills and expertise. Her recent promotion, coupled with being recognised by PCMA, identifies MarieClaire as one of the leading industry professionals in the world. I am really looking forward to seeing what the team, guided by Marie-Claire in her new role, can achieve next to ensure Belfast and Northern Ireland builds a strong sustainable business tourism industry.”

Marie-Claire will travel to San Francisco to receive her award in January 2020.

Eyeon Motoring

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dfcbelfast.co.uk

Eye on Motoring

PREPARE FOR WINTER DRIVING

Winter is a busy time in DFCs Operations Department with breakdowns, and minor accidents, staying safe on the roads in winter is a matter of good preparation, good vehicle maintenance and the right knowledge.

Point to remember are t ,FFQ UZSFT JOGMBUFE QSPQFSMZ .BLF TVSF ZPV BMXBZT have the legal minimum tread depth of 1.6mm t $IFDL ZPVS MJHIUT BSF XPSLJOH

t "MXBZT UBLF UJNF UP DMFBS ZPVS XJOEPXT of ice and condensation , do not just clear a small section of the windscreen

t 6TF GPH MJHIU JG WJTJCJMJUZ JU SFEVDFE BOE don’t hang onto the taillights of the vehicle in front you may be driving to close

t 3FEVDF ZPVS TQFFE PO TMJQQFSZ TVSGBDFT BOE JODSFBTF the gap between you and the vehicle in front t "MMPX VQ UP UFO UJNF UIF OPSNBM CSBLJOH EJTUBODF

t %PO U TQFFE VQ TVEEFOMZ FWFO JG JU seems to be clearing , you may suddenly find yourself back in thick fog

t $BSSZ XJOUFS FTTFOUJBMT JO UIF DBS JF TQBSF XBTIFS fluid, ice scraper, de-icer, a torch and a blanket

t *G ZPV HFU TUVDL JO TOPX NPWF TMPXMZ CBDLXBSET and forwards using the highest gear you can

t *O XFU XFBUIFS TUPQQJOH EJTUBODFT XJMM be at least double those of dry roads

t "MXBZT MJTUFO UP UIF XFBUIFS GPSFDBTU BOE only travel if necessary when there are warnings for really bad conditions.

t 5P CSBLF PO TOPX PS JDF XJUIPVU MPDLJOH ZPVS XIFFMT get into a low gear early, allow your speed to fall and always brake gently. If you start to skid ease off the accelerator and avoid braking suddenly.

t ,FFQ XFMM CBDL GSPN UIF WFIJDMF JO GSPOU

t "MXBZT LFFQ UIF XJOETDSFFO BOE XJOEPXT clean and the washer bottle filled.

t 0O MPOH KPVSOFZT TUPQ FWFSZ UXP IPVST for fresh air and a hot drink t ,FFQ ZPVS WFIJDMF XFMM WFOUJMBUFE

t 'PH ESJGUT SBQJEMZ BOE JG PGUFO QBUDIZ JO GPHHZ conditions drive slowly used dipped headlights

t *G TUFFSJOH CFDPNFT VOSFTQPOTJWF FBTF PGG the accelerator and slow down gradually. t 0O GMPPEFE SPBET EPO U BUUFNQU UP DSPTT if the water seems too deep. Find an alternative route for your journey.

For more information on vehicle management please visit our website at www.dfcbelfast.co.uk or phone 02890 734222

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Eye on Motoring

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This finance example is for a Contract Hire agreement, a contract mileage of 8,000 miles per annum applies. All figures include Road Fund Licence* (RFL) for the term but excludes maintenance. A quotation for our maintenance package is available on request. This is a contract hire option and you will not own the vehicle. Failure to make payments may affect credit rating. This introduction does not amount to independent financial advice. Excess mileage charges will apply at contract end if you exceed your contracted mileage. Contract may be subject to further charges depending on the condition/mileage of vehicle when returned Picture for illustration purposes only.

To request your personal quotation please call us on 028 9073 4222 or email sales@dfcbelfast.co.uk or visit dfcbelfast.co.uk 79

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Eye on Motoring Motoring

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Eye on Motoring

Motoring with Derek Black dbmotoring@btinternet.com

Has Alfa Romeo Finally Cracked The Exec Saloon Niche?

This is the car for people who are bored with their German executive saloons. The Giulia now presents itself as a true sports saloon with rear wheel drive, sharp reactions and the ability to put a smile on any driver’s face.

W

hile the flagship Cloverleaf model with its V6 engine is the ultimate for the petrolhead, I discovered a hidden gem further down the price list. At the re-cent SMMT driving day at Wetherby in Yorkshire I got acquainted with the Veloce option with its sizzling four-cylinder 2.0 turbo engine producing 280bhp!

While 0-62mph in 5.7 seconds is not to be sneezed at, this model is not just about performance. There is a lovely fluidity to the driving process

and there is a quiet refinement when you want it. The way it steers, the way it brakes and the subtlety of the 8-speed automatic gear box make rivals feel crude.

One small example is the starter button on the steering wheel - no searching for it as on other makes.

Every control just falls to hand, this is a design dedicated to driver satisfaction. Has Alfa finally cracked the likes of the BMW 3-series, the Audi A4 and the Mercedes C-class?

Those of you with long memories

will be asking about reliability. That appears to be improving at last with the Giulia looking good against the competition in some recent surveys.

Predicted residual values are also better than before, so it looks like you can have your driving fun without having to pay so heavily for it.

The Veloce model I drove is priced at around £38K but other models are on the list from £33K for a 200bhp 2.0 petrol. Business users will be drawn to the 2.2-litre turbo diesels from just over £33K. A little less sporty to drive the JTDs are in the 33%BIK bracket.

New Badges, New Front But That’s Not All To The Latest A4!

The A4 has long been a very desirable executive saloon that did everything well but did not really stand out from the crowd.

T

hat has been cured by an aggressive nose job in its mid-life revamp which also sees greener engines and even more tech than before.

Audi reckons the best-selling engine in the new range will be PETROL! Not just any petrol engine but a detuned version of the lovely Golf GTI unit. With an output of 150bhp, this gives a flexible drive with 0-62mph in 8.6 seconds. At the recent SMMT driving day in Yorkshire I found this to be a surprisingly pleasant car to drive, not the fastest but one of the sweetest running.

Confusingly, this is badged 35 TFSI, as are -smaller engined 1.5 litre entry models on other VW cars. The larger engine gives it longer legs and this car is quiet and happy as it eats up the miles.

It feels secure and reassuring and does everything precisely but without much excitement.

The perceived switch away from diesel may be exaggerated in these parts but the TFSI engine does make a half-decent case for itself. Average econ-omy is rated at 42mpg and emissions at 127g/km so it sits in the 29% BIK bracket.

Many business buyers will be relieved to find that Audi is still offering its much admired turbo diesel engines in the A4 but still with a hefty purchase price premium! These good-to-drive diesels are now tagged 30, 35 or 40 TDI depending on output.

The bottom line is still much in favour of the TDIs with some BIK ratings as low as 28% That may well convince the company accountant that the higher price of the diesels can be justified.

Before haggling ,the list price of a petrol A4 starts from £30,750 with the diesels starting from £34,500.

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Eye on Motoring

Motoring with Derek Black dbmotoring@btinternet.com

Bargain Suzuki Swift Is Not To Be Sneezed At As A Fun Run-About!

S

Motoring scribes tend to be pampered with test cars that are the top trim executive models with all the gear and equally rich price tags.

o it was a refreshing change for me to spend some time with a Suzuki Swift, as simple a car as you can find these days.

Not only that but it was a starter model with their ‘old’ 1.2-litre petrol engine instead of the newer booster jet unit. Listed from £12,499 in basic trim and at £15,599 in Attitude trim, it is one of the cheapest cars I have driven for some time. Was this a formula for disappointment? Not really!

The Swift has long been an endearing little car in many ways. Its pert looks stand out from the crowd and there is a welcomed touch of character.

On the road it lives up to its name with a free revving engine, sharp handling and sound road holding.

With the latest styling upgrade, the Attitude model has body kit (really!), spoil-er, mesh grille and the rest to make it look the part.

It is not really let down by the old engine and a five-speed gearbox.

Okay, the 89bhp 1.2-litre engine is about a second slower on the 0-62mph sprint compared to the smaller but more powerful 1.0-litre booster jet unit but it makes up for this with its eager attitude. This is still a fun car to drive despite its modest power.

Interestingly, Suzuki is offering this petrol engine as a stand-in for its discon-tinued 1.3 diesel!

With economy of up to 55mpg and emissions from 106g/km the starter Swift is in the low 25%BIK bracket. Further up the price list there is a mild hybrid version with All grip that is in the 24% bracket.

Okay, the interior is not as plush as some superminis and performance is modest but as a business runabout, the Swift has a lot going for it.

TUCSON FIGHTS BACK AGAINST THE NEW WAVE OF SUVS! Hyundai is calling it the Tucson again, after some years when it was known cryptically as the ix35. Getting the name right is one thing but what else have they changed on their popular medium-sized SUV?

T

he South Korean company has sold its cars largely on price in the past but merit is more important against the growing competition such as the SEAT Ateca and Skoda Karoq, to name but two.

They have sharpened the styling and introduced a new sporting N-line trim package for a start.

Under the skin the diesel engines are getting a mild hybrid system to help economy. The car that I drove had a turbo 1.6-petrol engine with sporting aspirations and available

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in 182bhp turbo form. The diesels include a workaday 114bhp 1.6 and a more responsive 134bhp 2.0-litre with a 48volt mild turbo.

Like the latest Kia Sportage I found the Tucson more solid to drive. The springing is firm so it does not lean much on the bends but can be bumpy on bad surfaces. My petrol car was impressively quiet but the diesels can be louder.

Inside, the Tucson is fairly roomy and comfortable with quite a lot of kit even on the lowest trim

including a reversing camera. Safety items include Every ix airbags, tyre pressure monitoring, trailer sway assist, hill start assist, lane-keeping assistance and automatic emergency braking (AEB). Costlier models come with sat nav and an 8-inch touch screen. There are plenty of storage spaces and a decent boot.

Prices start from just over £22K for the starter petrol model with the diesels from £24,500. BIK brackets from 30% for the diesel and from 34% to 37% for the petrol reflect average running costs. If you want all-wheel drive then the Tucson becomes a £30K morsel with a mild hybrid diesel.

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