Business Eye Sept Oct 2018 by Buckley Publications

Issue 182 Sept/Oct 2018 £2.50 Voted best Business Magazine in Ireland 2005 and Magazine of the Year for Northern Ireland

MCS...

Growth Goes On For Barry & Louise Smyth Features:

Meditation…..Dispute Resolution In Action

Paul Terrington….Rugby Role For Business Leader

To find out how we can help your business see page 33 or visit fleetfinancial.co.uk

Close Brothers… Ten Years Of Financing NI Businesses

Contents

Sept/Oct 2018 ISSUE 182

Cover Story

Fast Growth For MCS Group

Paul Terrington… Chairman’s Role At Ulster Rugby When Ulster Rugby needed an experienced business leader to chair its Management Committee, it turned to Paul Terrington, Chairman of PwC in Northern Ireland and the firm’s UK Head of Regions. He talks to Richard Buckley about the challenges of the Kingspan Stadium role.

In a business world where lots of people like to talk a good game, both Barry & Louise Smyth prefer to tell it like it is. The couple behind fast-growing Belfast recruitment group MCS readily admit that they could have been sitting back by now and enjoying the fruits of a highperforming lifestyle company. Instead, they’ve taken the risk taker’s path and MCS is firmly on the growth trail.

Wilsons Auctions… Hitting A Global Audience

Business Awards

BEFTA’s 2018... Top Business Awards Launched The BEFTA’s 2018, Northern Ireland’s leading business awards, have been launched in Belfast by Business Eye alongside key sponsors First Trust Bank. The Awards, with 18 categories covering every business sector, are open for entries until the closing date of 19th October. Awards Night is on Thursday, 22nd November, at the ICC Belfast.

Andrew Dickinson and his marketing team at Wilsons Auctions like to point out that the company is a whole lot more than some people’s image of a car auction in Mallusk. In fact, today’s Wilsons Auctions extends to 17 sites across Northern Ireland, the Republic, Scotland, England and Wales as well as some 400 employees and puts a mind-boggling array of goods under the hammer every day.

Business Eye joined forces with Fairstone NI, the Lisburnbased independent financial advisory firm, to organise a lively Round Table Discussion on the potential impact of Brexit on the business and financial environment.

Mediation… Making A Difference In Dispute Resolution Business Eye and The Law Society of Northern Ireland have held a Round Table Discussion at Law Society House in Belfast to discuss meditation, how it is increasingly being used to resolve a wide range of commercial disputes in Northern Ireland and how it’s increasingly appealing to businesses involved in disputes

NW CAM… A Positive Approach To Research & Innovation Life and health sciences companies in Northern Ireland are working in partnership with academics to boost research and innovation in the economy here through the North West Centre for Advanced Manufacturing (NW CAM), a European Union INTERREG VA 1.1 funded project being led by Catalyst Inc. We find out more at one of the companies involved, Coleraine-based Armstrong Medical.

Lydia McClelland… A New Future For W5

Close Brothers, the invoice and asset finance arm of the London-based merchant bank,. has been operating in the NI marketplace for 10 years. Ireland Managing Director Ciaran McAreavey looks back at the company’s development of its customer base here, and talks about a buoyant marketplace.

Hospitality Squares Up To New Challenges Hospitality Exchange 2018 will highlight the importance of the hotel and wider hospitality sector for the Northern Ireland economy. Hotel numbers have grown significantly over the last year breaking the 9,000-bedroom barrier in June. In a skyline dominated by cranes, Belfast has been the location for most of this expansion with room numbers growing by 25% over an eighteen-month period.

Lydia McClelland has spent the summer settling into her new role as Head of W5, the award winning science and discovery centre that forms an integral part of the offering around the SSE Arena. The fact that the centre has been busier than ever this summer has helped her to realise just how important W5 is as a resource for Belfast and Northern Ireland and as one of our leading attractions for both locals and visitors alike.

Eye on Law

Eye on Taxation

Eye on Retail

Eye on Communications

Eye on Golf

Eye on Events

Eye on Personal Finance

Moving On

Eye on Motoring

Eye on Technology

Eye on IT

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Editor Richard Buckley Commercial Director Brenda Buckley

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Close Brothers Goes From Strength To Strength

Investment

Brexit & The Financial Environment

Legal

Regulars

Specials

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Northern Ireland business is resilient. Now there’s a line that has been trotted out time and time again over the years, through the Troubles, through recession, through the financial crash, and now through the current political impasse and impending Brexit.

Comment

“Boris Johnson in one corner against Jeremy Corbyn in the other. It’s the stuff of nightmares. It’s like choosing between Postman Pat and Mister Bean.”

nd it doesn’t get any less true. The business community here is nothing if not resilient. Talk to business leaders around Northern Ireland and they might be worried about Brexit but the distinct lack of information means that there’s really no point in fretting. As for the political impasse, it’s become increasingly clear that few in business give a toss what our local politicians decide to do next. But is this all about to change? The mood music seems to be changing, the Brexit end game is fast approaching, and the whole thing could be about to get a whole lot more serious. We’re still none the wiser as to the shape that Brexit will take, but, ho hum, what can we do about that? Look in a bit more detail at what’s been happening lately and it would be easy to feel a bit of a sense of foreboding. On one hand, Theresa May’s Chequers plan looks like the best option any of us can hope for. One the other, our lords and masters at the DUP, a party which seems to have decided that it now single-handedly decides the fate of Northern Ireland, look set to shoot it down. We’ve had talk of backstop deals and informal sea borders, also shot down by Arlene & Co., and on the periphery but getting louder, there’s the ample figure of Boris Johnson, he of the infamous ‘F*** Business’ quote expressed a couple of weeks ago. He, also, of the ludicrous plan to build a bridge from here to Scotland as some form of weird physical anchorage to the rest of the UK. There are so many different permutations that one day in politics, particularly during the recent Tory Party Conference, seems like a very long time indeed. Could Theresa May veer towards the border backdrop plan and be summarily executed by her DUP masters?

Richard Buckley EDITOR Irish Magazine Editor of the Year 2005

Will Arlene Foster survive the fallout from the RHI Inquiry? To be honest, that seems entirely likely, but one should never count on’e chickens, as they say in the poultry industry. Will Jeffrey Donaldson (or someone else, of course) take over the hallowed reins? But let’s reel back to Theresa May. Her potential demise is all too real. And, if she does bite the dust, then there’s every likelihood of Boris Johnston achieving his lifelong ambition and becoming Tory leader. And then. And then. What about a General Election? Boris Johnson in one corner against Jeremy Corbyn in the other. It’s the stuff of nightmares. It’s like choosing between Postman Pat and Mister Bean. But please don’t worry. Back in the real world, there are those amongst us fighting our corner, and thanks heavens for them. The Federation of Small Businesses plan, championed by Tina McKenzie, envisages Northern Ireland becoming a Singapore of the Western Hemisphere, a unique hub operating as a port from which the EU can trade with the UK and beyond, and vice versa. It’s imaginative, it’s innnovative, and it could happen. But will our leaders, the DUP, consider it. Inevitably, they’ll say No. And they could keep on saying No until there are no more No’s to be said.

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Eye on News

DUST OFF YOUR DANCING SHOES AND DANCE FOR A DIFFERENCE Have you already been consumed by the return of BBC Strictly Come Dancing? Well if you have the glitter ball trophy in your sights dust off your own dancing shoes and Dance for a Difference this autumn.

elf Help Africa and British Red Cross is searching for 32 fledgling fox-trotters, budding ballerinas and up-and-coming congo stars for an entertaining competitive dance off in front of a live audience hosted by broadcaster Claire McCollum in The Whitla Hall, Belfast, on Saturday 1 December. Dancers will be trained by professional choreographers for nine weeks leading up to the event, to be fully prepared to stake your claim on the glitter ball trophy. Dance for a Difference aims to raise vital funds for people both at home and abroad through the British Red Cross and Self Help Africa. Frankie McClure of Self Help Africa said: “If you like to dance or have

Dance for a Difference: Broadcaster Claire McCollum is joined by Frankie McClure of Self Help Africa and Charlotte King of British Red Cross to launch the fundraiser which takes place in Whitla Hall on Saturday 1 December.

always dreamed of being professionally trained now’s your chance to take part in a fun event for a great cause. We’re not looking for our dancers to already be Strictly standard, if you’re a beginner you are more than welcome

to join in. You’ll learn from professional choreographers, with all the glitz and glamour you would expect, and you’ll dazzle the audience with your moves at our Dance for a Difference extravaganza! We are dedicated to ending hunger and poverty in rural Africa and this event gives us an opportunity to raise vital funds for Self Help Africa’s life changing work across sub-Saharan Africa. Funds raised will to help rural farmers and their families grow and sell more food, improve diets, diversity and grow incomes.” Charlotte King of British Red Cross said: “We’re so excited to launch our search for this year’s Dance for a Difference stars! You might not know your Pasodoble from your Rumba, but if you’ve always dreamed of taking the dance floor by storm and learning to dance just like the TV stars now’s your chance to make that dream come true. “You’ll train once per week at Queen’s PEC in Belfast, starting on October 2nd with Ballroom Blitz NI’s professional dance trainers helping each and every one of us on our way. And all the money you raise will be used to fund local Red Cross work

including support to people after house fires, floods and other emergencies, independent living services, which assist vulnerable people on their return home from hospital and prevent unnecessary hospital admissions, community first aid training and support for refugees and asylum seekers. “Across the UK, the Red Cross responds to an emergency every four hours. Red Cross volunteers provide practical and emotional support for local people facing these situations every week. The charity also works in many local schools to help young people develop the skills and confidence to take humanitarian action. “If you’re interested please don’t be shy and get in touch with either myself or Frankie - it’ll be nice to see you … to see you, nice!”

To register for a chance to win Dance for a Difference contact: Frankie McClure on 028 9023 2064 or email frankie.mcclure@selfhelpafrica.org or Charlotte King on 028 9073 5367 or cking@redcross.org

Eye on News

New Corporate Initiative To Encourage Health And Wellbeing In The Workplace Northern Ireland’s largest private healthcare provider is launching a new kind of ‘health’ club and the first of its kind, which will proactively engage with employers and employees to encourage physical as well as mental health and well-being in the workplace.

ingsbridge Private Hospital, part of the 3fivetwo Group is offering a new exclusive Diamond Club for local businesses which will have two main pillars and no membership fees. The first is the Kingsbridge ‘Wellbeing at work’ which is an initiative that brings the expertise of the hospital to the workplace, helping staff to make the right choices and be proactive about their own health. The second is the ‘Kingsbridge Diamond Club Card’ which gives employees exclusive access to a website that allows every member to ask the hospital GP a question via email. It also allows them to obtain a same day referral letter and an appointment to see the consultant very soon thereafter. Mark Regan, CEO at Kingsbridge is encouraging local businesses to explore

the benefits of such schemes. He said, “Creating a health and wellbeing strategy for your organisation not only demonstrates care for employees but it can also result in a healthier, more engaged and more productive workforce. “Health assessments can be a great way to empower employees in identifying steps they can make to improve their general wellbeing and for over a decade now we’ve been helping our own customers make that choice and ultimately take control of their own health”. Several businesses have already signed up to the Corporate Diamond Club including the Hastings Group who have a collection of seven luxurious hotels across the province, including Northern Ireland’s largest new hotel,

Mark Regan, CEO of Kingsbridge Private Hospital, with Grand Central Hotel General Manager Stephen Meldrum

The Grand Central, situated in Belfast. Aileen Martin, Sales Director of Hastings Hotels said: “We are delighted to be one of the first companies in Northern Ireland to partner with Kingsbridge Private Hospital to offer our senior staff across the group access to the new Diamond Club Privilege Card offering them a range of benefits.” In the coming months Kingsbridge will be enhancing their members’

experience via bespoke technology offering webinars and access to doctors via video consultation in the workplace.

For further information on how to apply for membership for your organisation email membership@ kingsbridgediamondclub.com

ARTHUR COX APPOINTS FIVE TO BELFAST OFFICE Leading law firm Arthur Cox has appointed five new trainee solicitors to its Belfast city centre office.

he group, comprising of recent graduates James Mulligan, Sarah Swann, Maeve Williams, Lucy McKee, and Christopher Dickison, is the latest cohort to join the firm’s industryleading training programme. Working closely with Partners, the trainees will gain experience across each of Arthur Cox’s four main practice areas – corporate, finance, litigation and property. Catriona Gibson, Managing Partner, Arthur Cox commented: “Each year, we look forward to welcoming a new group of

trainee solicitors, chosen because they represent some of the most dynamic and forward-thinking new lawyers among those to have recently graduated. “That makes them a natural fit for Arthur Cox, as we seek to further build on our reputation as one of Northern Ireland’s most innovative law firms at the forefront of contemporary legal developments. “We invest significant time and resources into developing our trainee lawyers and it is our privilege to work alongside them as we aim to provide

unrivalled insight into our full range of practice areas.” Arthur Cox is also planning ahead for future intakes of trainee solicitors and is hosting an opening evening for prospective trainees taking place in the Belfast office on Wednesday 24th October. Commencing at 6.30pm, Arthur Cox Partners and

Associates will deliver in-depth workshops focused on how best to perform at interview and how to draft an effective CV. Arthur Cox advises leading corporate clients, Government and the SME sector. In addition to Belfast, the firm has offices in Dublin, London, New York, and Silicon Valley.

Eye on News

Belfast Wins Double At Industry Awards in London Belfast has been named as the Best Events Destination, and the newly repositioned ICC Belfast, formerly Belfast Waterfront, was named Best Venue at the Conference and Incentive Travel magazine (C&IT) Awards in London.

ending off competition from event destinations such as Monaco, Rotterdam and the Hague, and Dublin; and venues including London’s ExCeL and the Convention Centre Dublin, these recent wins are representative of a tourism industry that has gone from strength to strength in recent years, helped by investment in world-class conference venues, attractions and experiences. Demonstrating the strength of the business tourism sector, Visit Belfast reported that together with its city partners, Belfast welcomed over 55,000 national and international conference delegates in the 12 months to June 2018 – a 77 percent increase on the previous 12 months – generating £52 million for the local economy. Lord Mayor of Belfast, Councillor Deirdre Hargey, welcomed the awards, saying “I am thrilled to see

these two significant wins added to Belfast’s growing list of accolades. “Attracting conferences, meetings and business events to Belfast is so important – not only in generating tourism bednights and revenue for our city, but also in showcasing the city as an attractive place to visit, as well as study and invest. “Tourism is centre stage in supporting the aspirations of the Belfast Agenda: where everyone benefits from a thriving and prosperous economy; where Belfast is welcoming, safe, fair and inclusive; and where Belfast is a vibrant, attractive, connected and environmentally sustainable destination.” Gerry Lennon, Chief Executive of Visit Belfast added “These awards are judged by a panel of events industry experts, and will be invaluable to Visit Belfast and the wider city as we work to meet our ambitious targets for growth, contributing

(l-r) Belfast Lord Mayor Councillor Deirdre Hargey is pictured with Chief Executive of Visit Belfast Gerry Lennon; Susie Brown, Interim Director of Corporate Development at Tourism Northern Ireland; and Catherine Toolan, Managing Director of the newly repositioned ICC Belfast.

to doubling the value of tourism by 2020,” “These awards recognise the success of our collaborative approach to tourism development. They are an important sales tool, helping to reinforce Belfast’s position as a premier business tourism destination. They will be a key credential for the city in winning new business and keeping Belfast competitive at the highest levels, thereby supporting our tourism industry by delivering important year-round and mid-week business to our city’s hospitality and tourism industries.” Belfast Waterfront, which officially repositioned its brand to ICC Belfast in the conferencing market at the beginning

of this month took home the top prize in the ‘Best Venue’ category. Managing Director, Catherine Toolan commented “To be recognised as the winner of such a competitive category is testament to the efforts of our experienced and ambitious team who constantly strive to ensure that every visitor to our venue has a worldclass experience. I am confident that by continuing to work in collaboration with our city partners we will be able to make Belfast a world-leading business tourism destination. If we do this, everyone in our city and beyond can benefit socially, culturally and economically. Today, tomorrow and beyond.”

Bishop’s Gate Hotel Named as AA Hotel of The Year

Bishop’s Gate Hotel in Derry has been named as AA Hotel of the Year (Northern Ireland) 2018-19.

L-R) TV Presenter, Claudia Winkleman, who hosted the awards, is pictured with Ciaran O’Neill, Managing Director of Bishop’s Gate, his wife Anne Marie, a representative from category sponsor, SKY, and Simon Numphud, Managing Director of Hotel & Hospitality Services, AA Hotel Services.

he hotel opened its doors in March 2016. Within the hotel’s first year of trading, exceeded both occupancy and business targets and continues to go from strength to strength, winning a raft of awards in the process. Commenting on its most recent achievement Ciaran O’Neill, Managing Director of Bishop’s Gate says: “Winning the AA Hotel of the Year (Northern Ireland) 2018-19 award is a massive achievement for an independently run boutique hotel and restaurant, which only opened its doors in 2016. This award is the AA’s ultimate accolade for hotels in the UK. It is awarded to hotels that are recognised as being outstanding examples in their particular market. From the small boutique hotel to the most ambitious commercial ventures, hotels of every size and style are potential winners.”

Ciaran adds: “Bishop’s Gate has a commitment to excellence at its core, and our amazing team strive to exceed customer expectations at every occasion. This accolade shows that their dedication, enthusiasm and expertise is recognised and appreciated by visitors.” Bishop’s Gate Hotel has been recognised for the excellent service it delivers via a series of prestigious awards since it opened its doors. It was selected as ‘Guest Accommodation Provider of the Year’ at the North West Business Awards; ‘Most Promising New Tourism Business’ at the Northern Ireland Tourism Awards and ‘Hotel Reception Team of the Year 2018’ at the Northern Ireland Hotels Federation Hotel Receptionist of the Year Awards. The hotel also featured in The Irish Times ‘100 Best Places to Stay in Ireland’, and was voted ‘Hideaway of the Year’ in a Georgina Campbell hospitality guide.

Claire McFall, BDO Audit Director and Allen Reid,

Advisory support powering Henry Brothers to next level

Finance Director of Henry Brothers pictured at a Henry Brothers construction site in Duncrue Street, Belfast

ecently Northern Ireland construction giant Henry Brothers,

unveiled a forward-looking brand ethos to position them favourably in a changing environment. The spirit of ‘Altogether Stronger’ connects every aspect of the company with a resolute commitment to deliver the best solutions possible for every client, every time, without fail. It is a proposition that has been some four decades in the making and has its genesis in the core values first set out by the Henry family.

SHARED VALUES We believe great things happen when partners share the same goals and values and focus on building long-term business relationships based on trust. BDO Northern Ireland invests time in getting to know our clients including all of the generations of the business and executive teams. For us, it is important to understand the individuals as well as their business aspirations and ethos. Today, Henry Brothers’ award winning work can be evidenced across a wide range of sectors in locations spread right through the UK.

Collaboration has been at the centre of the rise of Henry Brothers, now part of the Henry Group, and has propelled them to an annual turnover of more than £70m with a staff complement of 200-plus employees across sites in Northern Ireland, England and Scotland.

As the company’s ambition and capability has grown, we carefully scaled up the services we provide ensuring they had access to the professional expertise and insight needed at each step in their growth journey.

risk exposure. Our strategic tax planning expertise includes corporate tax, structuring of acquisitions and disposals, human capital, stamp taxes, VAT and capital gains tax.

CHANGING TIMES Adaptability has helped Henry Brothers stay on top of its game for 40 years and, like other forward-thinking construction companies, it is looking at the possible impacts of Brexit and other sectoral changes. The firm has engaged our Brexit planning taskforce team to help condense potential tax and legal changes into manageable scenarios that allow management to consider their business structures, cash flow, supply chains and regulation and compliance. Knowing where to start with Brexit planning can appear daunting, particularly with so many variables and unknown factors. Our taskforce is a multi-disciplinary team that draws on local

At BDO Northern Ireland, we have been proud to serve Henry Brothers as a trusted adviser. Their ethos is one that resonates strongly with our vision to be the leader for exceptional client service. Like them, we believe in delivering consistent high quality services when dealing with family owned businesses like Henry Brothers.

PROFESSIONAL AND RELIABLE ADVICE BDO Northern Ireland's experienced, cross firm and blended team knows that business

and national expertise to guide businesses to anticipate, prepare for and respond to the likely risks and opportunities.

compliance and advisory is more than ticking

Though we may not know exactly what

a box; it is about ensuring that every part of the organisation is fine-tuned to help support growth.

challenges Brexit will bring, we can have faith in companies like Henry Brothers to move quickly and make our economy ‘altogether stronger'.

Our relationship-based approach enables us to advise across a range of potential business scenarios, whether this involves funding growth, personal wealth creation or tax planning. We have an in-depth understanding of the complex issues in fast-paced business and

www.henrybrothers.co.uk

tax environments. Our team gives practical and direct advice, with tailored solutions that can save money and time, and reduce your

To find out how BDO Northern Ireland can help your business grow call us on 028 9043 9009 or visit http://www.bdoni.com

Eye on Law

10 Questions You Should Ask Before Selling Your Business By Kevin McVeigh, Partner, Corporate & Commercial, Elliott Duffy Garrett Solicitors.

ost business owners have no experience of selling a business. Many have never purchased one. Those who sell a business are likely to do so only once in their lifetime. The process of selling a business is time-consuming and can be stressful and emotional. You might love your business. Your employees can feel like family. Your customers and suppliers are more like friends. And while you take a crash-course in legal contracts, corporate finance and tax planning, you still have a business that demands your full attention. The decision to sell could be the biggest business decision you ever make. First, ask your accountant and your lawyer for advice. And before you decide, ask yourself the following questions.

1. Why sell? Do you want to retire? Have your personal circumstances changed? Is the business ready to grow but needs investment and someone new at the top? Do the risks no longer seem in proportion to the rewards? Have you received an offer for your business? Is your business failing (see question 4 below)? Make sure you know why you want to sell.

is doing well. A period of falling profits or the loss of a key customer might seem like a good time to sell, but it rarely is.

3. Do I need to plan? Yes. You should spend time getting your business ready for sale. Give yourself one year at least. You might need to improve your financial records and tidy up your tax affairs. Is the business equipped to survive without you or do you need to strengthen your senior management team? Is your business heavily dependent on one key customer or can you broaden your customer base? Do you need to resolve any outstanding questions, e.g. ownership of Intellectual Property?

4. How much is my business worth? “Price is what you pay, value is what you get”. The value of your business will depend on a number of factors: underlying profitability, risk profile, earnings, working capital, historical performance, recent sales of similar businesses, management strength, barriers to entry. Even if you receive an unsolicited offer that seems like a good deal, you should ask your accountant to value your business.

2. Right time to sell? Analyse the market conditions that affect your sector. Are you a small business at risk from larger predators? Does your business require a significant investment in new technology? It is usually best to sell when your business

an MBO (management buy-out). If not, you may need to appoint a corporate finance advisor who can help discreetly find a Buyer by inviting interest from their list of potential buyers and investors. 6. The right Buyer? You need to be sure the Buyer has the finance to pay the purchase price. A Buyer may make the highest offer for the business but, if half of the price will be paid over a number of years, you may prefer to choose a Buyer who makes a lower offer but is able to pay in full when you sign the contract (see 7 below). If the consent of a key supplier or key customer is required, the experience of the Buyer in your sector could be critical (see 10 below).

7. What is an Earn-Out? An earn-out means the Buyer is prepared to pay you part of the purchase price when you complete the sale and the balance over a number of years (usually 2-4 years). If the business achieves agreed levels of profits in each year, you will receive the balance of the purchase price in further instalments. An earn-out usually involves the Seller continuing to run the business until the full payment has been made. Are you prepared to stay on after you sell?

5. How do I find a Buyer? You may not be thinking of selling and then receive an “out of the blue” offer from a competitor. Or you may have a strong management team that would be interested in buying the business in

8. Do I tell my employees? The strict answer depends on whether you are selling the assets of the business or the shares in a company. If you are selling assets, you have a

duty to inform and consult with your employees. If you are selling shares, there is no legal requirement on you to inform or consult with the employees. However, confidentiality is key to the success of many business sales. 9. What is Buyer Due Diligence? This is the process by which the Buyer carries out a full investigation of your business by asking questions on legal, financial, tax and commercial matters. Due diligence can be time-consuming and it is often difficult for the Seller to handle it alone while also trying to run the business. You may need to confide in one or more trusted members of your workforce (see 8 above). 10. Any Deal Breakers? Your business may rely heavily on a key supplier or a key customer whose consent is required before the business can be sold. Or you may know that a key customer is planning to renegotiate the terms on which you sell products to them. If the Buyer due diligence is likely to identify a major issue, it is usually best to be upfront with the Buyer at an early stage. Honesty can be the best policy. These are only some of the questions a Seller needs to ask. And, of course, a Buyer will ask other questions. Even though you would expect a lawyer to say this, you should always seek legal advice as early as possible. The right advisors can take some of the pressure of the sales process from you so that you can concentrate on what you do best – running a successful business.

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Eye on Law

Mitigating The Impact Of Insolvency In Construction As insolvency continues to affect the construction sector, Cahal Carvill and William Curry of the Infrastructure team at leading law firm Arthur Cox explain how provisions can be made to mitigate against the associated risks.

n March of this year, the collapse of Newtownabbeybased Vaughan Engineering Limited left subcontractors and suppliers with unpaid bills totalling more than ÂŁ9 million. The mechanical and electrical specialist had called in the administrators, blaming its demise on the liquidation of building giant Carillion. It is just one example of the widespread impact of the Carillion collapse after the building sector behemoth was liquidated at the start of the year with debts totalling more than ÂŁ1.5 billion. Risks The case serves to bring into sharp focus the risks to contractors associated with projects in the construction sector. It is vital therefore that contactors are proactive in addressing and minimising insolvency risk, both at pre-contract stage and during the lifetime of the contract itself. The insolvency risk in the sector will vary depending on a number of factors, including the nature of the contractual relationships involved, such as joint venture partners, sub-contractors, employers and funders. Accordingly, it is extremely important that the appropriate construction contracts provide the necessary room to manoeuvre should an insolvency scenario befall any aspect of or entity involved in a construction project. Whether you are a contractor in a joint venture partnership or you are seeking to engage with a subcontractor on a particular works package, sufficient

resources should be invested into carrying out the necessary due diligence on prospective partners or subcontractors. To avoid issues further down the line, contractors should first satisfy themselves that prospective partners or subcontractors have adequate resources to successfully complete the project. In addition to this practical step, from a legal perspective there are a number of other ways in which the contractor can serve to mitigate insolvency risk as part of a construction contract. In most projects, it will be advisable that contractors seek guarantees or bonds from subcontractors - or, in some cases, employers - to ensure appropriate funds will be available to cover costs in the event of insolvency. When a contractor is entering into a joint venture, the terms (and consequences) of agreements must be clearly understood as they will normally include joint and several liability provisions, leaving one partner fully liable to continue with the works should the other enter an insolvency process.

Perhaps most importantly, contractors should take care to include express termination rights in the event a sub-contractor becomes insolvent and express rights granting the ability to remove a joint venture partner if they become insolvent. Such provisions are vital in allowing contractors to extricate themselves quickly and efficiently from the arrangement if necessary. Provisions It is also vital that construction contracts include provisions for the production and transfer of important project documentation such as designs, drawings and approvals in an insolvency scenario. This will ensure that the impact of the insolvency is again minimised while processes are put in place to go back to market on the impacted works. Conversely, where a contractor is being invited to tender for works following an insolvency, it is of paramount importance that the project documentation, including details of all as-built information and design records are available. The risk profile and the extent of any warranties required should

be thoroughly investigated through pre-tender enquiries and clarifications. This information will be key in ascertaining if entering into the contract is worthwhile for the replacement contractor. In the light of Carillion and other high-profile collapses, it is more important than ever that adequate steps are taken to plan for and protect against insolvency. By following professional guidance, contractors can ensure contracts include appropriate protections and tools in order to minimise the potentially disastrous consequences of insolvency, giving particular consideration to termination and retention rights.

The Infrastructure team at Arthur Cox is well positioned to advise on all legal aspects as well as emerging trends in the construction market. Please call +44 28 9023 0007 for further information from William, Cahal or your regular Arthur Cox contact.

Eye on Telecommunications

What’s Putting you on Hold? Stalling on making the switch? Have you caught yourself saying any of the following? The cost of switching is too high. We offer free handsets and lower than ever monthly running costs, clearly there has never been a better time to switch and save. Typically you will see a reduction of around 33% in your monthly bill vs the cost of running a traditional system. When you consider that over 70% of calls made from landlines are now made to mobiles, bills are only going to increase for those staying on older services – Our packages include unlimited calls to UK mobiles and landlines as standard. Monthly maintenance charges for your system have also now disappeared with support and any changes available remotely from our local team.

It will be too much hassle to switch. From your initial consultation, to your site survey, right through to your go live day, training and long term support we will hold your hand throughout. VoIP is now embedded so much with our telecoms infrastructure that your switching process is simple and straightforward.

Isn’t VoIP just the same as a standard phone system? With our mobile softphone app, you and your team will stay connected wherever they are. When you ring someone’s extension the call will come in on their desk phone and mobile – they can then put that caller on hold and transfer them, even when they are out of the office. Our on the move call reporting allows you to measure and manage your teams and staff with essential information available via mobile and tablet.

You will now be able to view statistics on average caller waiting time, abandoned calls and whether missed callers have been responded to- all from the convenience of a mobile device. Browser based system control allows you to make simple changes via our unique customer portal. Whether you want to add or remove users, upload your contacts to a directory or change your music on hold message, you will be able to complete these simply & quickly.

What happens if my broadband goes down? Broadband has never been more reliable with a 99.6% availability of service at all times so you have little to worry about if you have access to a Fibre connection. If you don’t have Fibre yet our consultation and site survey will make recommendations on when you can make the move so we will never rush you into something which does not suit you or your business environment.

In the unlikely event of an outage all calls will come in to your mobile softphone apps, meaning that calls are still recorded and can be placed on hold and transferred so your customers will still get the great experience they expect when they get in touch.

What if I have a problem? You will be assigned a dedicated account manager who will work with you every step of the way. They will be available to answer any questions or queries you may have.

If you have any questions please contact the Barclay Digital Services team on (028) 90 960 365 or visit our website at www.barclaydigitalservices.co.uk

Eye on Management

Paul Terrington...

Chairman’s Challenge At Ulster Rugby

“When Clive Woodward coached England to World Cup victory in 2003, he said the single biggest thing that helped him was having spent 18 years in business.”

s he quotes Sir Clive’s mantra of harmonising the values of rugby and business, Paul Terrington says emulating that is the challenge in leading Ulster Rugby’s management committee. “Of course, professional rugby is a business and our ability to bring those best practices to bear on Ulster Rugby is key to our

longer term sustainable success. So, in a sense I am also bringing my business expertise to help.” Already well known in the Northern Ireland business community, Terrington is PwC’s Northern Ireland Regional Chairman and has overseen the firm’s growth to around 2,000 people, supporting PwC clients worldwide. Now he’s also PwC’s Head of UK Regions and a member of the UK management board, spending most of every week in London or around the country. So, when Ulster Rugby needed an experienced business leader to chair its Management Committee, Terrington was persuaded to take on the role in

succession to David Dobbin. He leads a committee charged with overseeing the professional team and its operations and he took over the chairman’s job in June 2017, at the start of what was an ‘annus horribilis’ for Ulster Rugby. The organisation had to deal with the fallout from the rape trial involving two former players, Paddy Jackson and Stuart Olding, the summer departure of CEO Shane Logan and the loss of not one but two head coaches in Les Kiss and Jono Gibbes. “It might not seem like the ideal time to take over,” smiles Terrington. “But it did mean I learnt a lot about the organisation in a very short time.

“What happened last year off the field polarised opinions. But I’m determined to deal with the organisation and to reunite supporters, stakeholders and the public behind the values of the game and of Ulster Rugby. We’ve put huge emphasis on player welfare from our Academy to the professional squad and we’re working hard to improve how we look after our people. “We’re in a refresh and renewal phase,” he says. “I’m resolved that we will succeed on and off the pitch, because good things flow from success… for players, sponsors, supporters and the public.” The organisation is currently recruiting a new Chief Executive

Eye on Management and expects to have the new man or woman in place by early 2019. In the meantime, former chairman David Dobbin is acting as a part-time CEO to run the business operations. Terrington offers no clues on who the new CEO might be, but there are some obvious prerequisites high-end business experience, a knowledge of Northern Ireland, a passion for the game and, critically, an ability to deal with the media. “Most importantly, we can’t have any break in our momentum,” says Terrington. “A good feature of sport is that the games keep on coming.” The Chairman doesn’t dwell on the on-pitch targets for this season, except to repeat the view that a Guinness Pro14 play-off spot, ideally a home one, is the main target. Ulster missed on that last season, but did secure a valuable place in the European Champions Cup as a result of a play-off win over Ospreys at the Kingspan Stadium back in May. “There are expectations, and we’re very aware that this club has a larger fan base than quite a few others in the league. We know what those fans would like to see the team achieving on the pitch,” he adds. Terrington counts himself as a dyed-in-the-wool rugby fan. He’s certainly steeped in the grass roots of the game here having captained and turned out as a player for Academy RFC for some twenty years. “I only stopped playing because they stopped ringing me on Wednesday nights...” he jokes. Ulster Rugby is operating, he says, on a reduced wage bill this season, following the departure of players like Charles Piutau, while the recruitment of players such as Billy Burns, Jordi Murphy and Will Addison illustrates a more canny approach to top level recruitment. “Growing our own talent is a really big thing for us,” says Terrington. “The Academy system is well established and it is working well. And our faith in the system is starting to pay dividends, evidenced by young players like Angus Kernohan and Angus Curtis. “At the professional level, our emerging young players play with and learn a lot from the experienced players and the players who come here from other parts of the world.” At the moment, the Ulster youngsters have the opportunity to play alongside South African and

Australian internationals in Marcell Coetzee and Henry Speight, not to mention Ulster, Ireland & British Lions Rory Best and Iain Henderson. Terrington acknowledges the team’s relatively poor performance last season has led to a few gaps around the Kingspan Stadium for this season’s early home games. “There has been a slight decline in season ticket sales,” he admits. “It’s something we’re aware of but early results at home this season have been good and we’re 2nd in the Pro14 on attendance behind Leinster, so our core support remains solid.” The management committee he leads has to balance Ulster Rugby’s reduced but still substantial wage bill with income from sponsorship, attendances, television revenue and other sources. “We’re running a business and the challenges are exactly the same as any other commercial organisation. “Good financial governance is central to the committee’s role. And, as we can’t pay professional salaries in line with clubs in other leagues and we don’t have the depth of large business sponsors, balancing investment with speed of return is key.” “We are a Branch of a Union and clearly an important aspect is how we ensure that the interests of Ulster Rugby and the IRFU work in a symbiotic way. This applies to strategic goals, commercial interests and players. “We have a strong portfolio of

big-name, long term sponsors and we work in partnership with them to deliver a return on their investment. But now we’re playing on a more international stage across Europe and South Africa and that offers opportunities for new sponsors, active in these markets and for whom the international profile delivers real value. “So, whether its existing or new sponsors and alternative sources of revenue, we have to persuade partners that our brand and purpose work for them, for their brand and for the communities they serve. “We’re currently looking critically at our business model and are reaching out across the business community to share our ideas and have them help us think differently about commercial opportunities and the different ways to financially support rugby. We need to ensure that we operate efficiently to control our costs, but fundamentally I believe that we currently don’t have enough revenues to realise our goals.” As an organisation, Ulster Rugby also goes out a lot further than the professional game. It’s charged with administering rugby at all levels in the region, from schools through to clubs. Playing against the best clubs in the British Isles and beyond gives Ulster Rugby’s staff a chance to benchmark against the best in the business. “We watch what others are doing,” says Terrington. “We look

at how clubs manage playing resources, how they link with their supporters, what facilities they have in their stadiums - there are no new ideas we’re not open to.” “And while success is measured by the performance of the professional team, for me success is also about the health of the game at all levels.” Terrington points to the recent Women’s World Cup Final at the Kingspan Stadium. “I want to see more focus on accelerating and growing the women’s game. Growth in participation and support for women’s rugby has been remarkable and we need to accelerate our development in Ulster.” As we speak, we’re looking out over a stadium which has changed beyond all recognition from the old days of the ancient grandstand, temporary seating areas and corporate hospitality in marquees. “In business, of course, you must always look forward and never be complacent. You can only prepare for the next challenge. But, at the same time, we should not forget how far we have come.” Back to targets, there’s no chance of an experienced businessman like him falling into the trap of overplaying the idea that Ulster could become the top club in Europe. “I’d settle for a very competitive, winning team. We want to be as successful as we possibly can be, and we want our players and staff to strive to be the best that they can be. It’s hard to ask for more than that.”

Eye on Cover Story

MCS...

Growth Goes On For Barry & Louise Smyth In a business world where lots of people like to talk a good game, both Barry & Louise Smyth prefer to tell it like it is.

he couple behind fast-growing Belfast recruitment company MCS Group readily admit that they could have been sitting back by now and enjoying the fruits of a high-performing lifestyle company -in the UK alone there are 31,000 recruitment companies and 60% are one/two man bands. Instead, they followed the risk-taker’s path.....and not for the first time. They opted to grow the company, open a new sister operation and move into impressive new offices in Belfast city centre. “It’s been a pretty crazy couple of years,” says Barry Smyth. “In fact, just a year ago, we were a few months into a new business venture with Honeycomb and with MCS Group we were about to embark on a major move to our new Flax House offices in Adelaide Street. We haven’t had many slow days! But, to be honest, I don’t think sitting back was ever an option for either of us. It’s not in our make-up and we’ve tried to surround ourselves with people who feel the same way.” With over 25 years spent in the business, the pair have

been through the dot com bubble, a few recessions and, more recently, the financial crash. “So we definitely have a few scars,” smiles Louise. “But what’s the worst that can happen? And, not to put too fine a point on it, we both get bored easily. So growing the business was a no brainer for us. “The office move gave us the opportunity to move up to a different level, and we took that opportunity. But the bricks and mortar is just the visible part of this business. It’s a business that is all about people. Our end customers are people and we’ve got a growing number of people on our payroll. “So both of us are much more likely to be motivated by people than by financial success.” Barry Smyth is quick to admit that increasing employment levels at MCS and investing in considerably larger office premises was “as stressful as hell” but he’s not complaining. “The old adage is true. If you’re not growing, you’re dying.” So MCS has been growing its staff, but it’s also been retaining its people. Its retention rates, in a sector not known for it, have been impressive. And that can’t be all about the trendy new offices. It’s more about the MCS culture and how it involves its staff. “We think that’s crucial,” says Louise. “We involve our team in just about everything that we do around here, and I really do hope that they feel empowered by that.”

And it goes further than that. MCS staff are now looked after by a dedicated in-house Talent Development Manager, Kerry Tosh, who works with each member of staff on his or her performance and goals. But MCS takes consultation and conversation a stage further. The company’s growth has always been with the core focus on the customer and changing needs. “If you put the customer at the top of your mind in all you do, good things tend to happen,” Louise says. “We don’t always get it right which is why we have to keep pushing and striving to innovate and create an amazing customer experience. “Anyone can put a job up on a jobs board and wait for the CV’s to come in,” Barry says. “We talk to our customers about what they need, we advise them, we listen to what they have to say. And we keep that contact going until we get results.” Recruitment is an industry that has changed radically over relatively recent years. Both Barry and Louise Smyth well remember the days when just about every job vacancy was listed in the pages of the Belfast Telegraph on a Thursday or Friday (latterly) evening. “Nowadays, it’s a multi-channel approach. There are still ads, there are still jobs boards, but a lot of the activity is around great sourcing techniques, proper methodology, social media and with great tech enabling the process ” adds Louise. “But the whole process can run the risk of being a bit unfocused.

Eye on Cover Story

Eye on Cover Story That’s why we insist on sitting down with our clients – not messaging them or emailing them – and talking face to face about their requirements. That’s before any job descriptions are drafted. So this business, we think, is all about the soft skills, the people skills, the emotional intelligence.” “We hear a lot these days about skill shortages and the war for talent,” adds Barry. “But the market has changed and the way we access the market has changed too. It’s important to have a recruitment marketing plan, know exactly your unique differentiators, and work out how to attract candidates in a targeted way. By working smart when trying to attract talent, there is no reason why smaller SME’s can’t compete on reasonably level terms with the big boys.” Both Barry and Louise Smyth reckon that the market continues to change, and that some attitudes still need to be adapted. “We’re too hung up sometimes on degree qualifications,”

says Louise. “And, in some of our schools, we’re still far too wedded to so-called traditional routes through university. “We do sometimes feel that there is a bit of a disconnect

between what local companies want and need and what the schools and, to some extent, the universities are providing.” But the social media and tech explosion has its downsides

“In this business, it sometimes feels as though you’re trying to hit a moving target all the time. But finding talent has always been a challenge, and that’s what we’re here to do. And I think we punch above our weight while we’re doing it.”

as far as the recruitment industry is concerned. “Someone could sit on the bus on the way to work and apply for 100 different jobs at the touch of a few buttons,” she adds. “Even the smartest algorithms can’t do much about that, so it’s an issue that we’re left to manage and screen. “In this business, it sometimes feels as though you’re trying to hit a moving target all the time. But finding talent has

always been a challenge, and that’s what we’re here to do. And I think we punch above our weight while we’re doing it.” Today’s MCS is a far cry from the company that Barry Smyth set up on his departure from one of the city’s other recruitment businesses. The relatively small fledgling operation, later joined by Louise Smyth on her return from Dublin, had to fight for every piece of business. It still does, but in a very different way. And the business owners are joined on the team by 42 others, working from 6,000 sq.ft offices in an impressive redeveloped building in the city centre. Not far away, sister company Honeycomb is a boutique recruitment agency set up to provide business and executive support professionals to a wide range of customer organisations across Northern Ireland. An autonomous unit but very much part of the MCS family, Honeycomb is headed up by Mairead Scott, a colleague Louise and Barry have known for years. Going forward, it would be unwise to rule out further growth. Barry Smyth has other things to concentrate on. “If we keep on providing what our customers want, then further expansion of the group is inevitable,” he says, “We are far from done, our journey is just getting interesting.”

Eye on Communications

Why there should be an ‘IT’ in team A company’s IT requirements should focus on the personnel as much as the PC By Stuart Carson, Rainbow Communications

have often waxed lyrical on this page about the many technological developments that help any local business to evolve and progress in its outreach and capabilities. Terms like hosted VOIP, the Cloud, 5G and many more have been bandied about, which are of course key to be aware of, yet it is vital not to underestimate the systems, and management of same, required to ensure these all work as they are supposed to. The upkeep of an organisation’s Information Technology (IT) can prove a costly business. This can include maintaining an in-house team – it’s amazing how much ‘Have you tried turning it on and off again?’ can affect the bottom line – to hiring in specialists when a system crashes or needs upgraded. This is all after the notinsignificant investment in establishing an IT infrastructure in the first instance, or building

a website from scratch, or ensuring a workforce is safe from cyber-attacks. It all adds up. More SMEs than ever are outsourcing some, if not all, of their IT support and management, allowing them the time and headspace to focus on the growth of the business and the professional development of their team. More often than not, the creation of an in-house IT support team proves costlier in the long run, making no sense for smaller businesses in particular. An external IT support company can ultimately manage all elements of your company or organisation’s network, services and devices. Vitally, it is important to remember that these are companies tailored specifically to this area and are trained to deliver quality advice and service as and when necessary. New start-ups, small businesses or sole traders will often buy a laptop and a phone and think their

IT and communications needs are taken care of. However, hardware is as important as the software and they are all tied together by way of efficiency and management. Your IT provider will advise on which tech and hardware will best suit your personal and professional requirements and be able to keep up with changes in the industry and innovations so that you stay up to speed and maintain a competitive advantage. Horizon scanning and updating is useful, and needed, but it will be the constant monitoring and proactive maintenance of existing systems by an external IT company that will ensure all runs smoothly – he says optimistically! This will also minimise the need for reactive support and provide analysis around issues that arise, with the intent of avoiding further occurrences with sound advice and the necessary next steps. The speed at which technology

is evolving can be terrifying for a company. The management of an IT system, the internal network and external connectivity is something that internal, non-IT staff should not have to deal with, aside from figuring out how to work it! At Rainbow we can manage and maintain all aspects of an organisation’s IT infrastructure, the migration from traditional to cloud services, as well as any security requirements, maintenance and support.

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

Eye on Energy

POWER NI PARTNERSHIP SPARKS INNOVATION

Connect at Catalyst Inc today announces an exciting new addition to its member company portfolio – Power NI.

he new partnership will see Power NI, Northern Ireland’s leading energy company, engage with the Connect ecosystem over the course of its membership, as well as offering its team the perfect opportunity to stimulate innovation within the energy sector. Working across the range of

Connect programmes including Springboard, Frameworks and Generation Innovation, the Power NI team will collaborate and engage with entrepreneurs who are the leading lights in the innovation sector in Northern Ireland, and then use these insights to empower their own organisation. Catalyst Inc is a not-for-profit organisation that provides agile work space, across four locations, and through Connect provides a series of programmes for the most innovative entrepreneurs in Northern Ireland. In 2018, more than 800 NI entrepreneurs were involved in the programmes which focus on helping

innovative businesses of all stages to soar to success; from the very early stages of developing an idea through to scaling their business globally. Jenny Livingstone from Power NI said, “The energy industry is fast changing with de-centralisation, energy storage and electric vehicles to name but a few of the current trends. Power NI is pleased to be working with Catalyst Inc to support innovation in Northern Ireland’s energy landscape.” Director of Connect, Steve Orr is relishing the opportunity of working with Power NI as a Platinum member company. He said, “The talent and ambition

of entrepreneurs in Northern Ireland has the power to change the world. We’re here to make that happen by providing the opportunity for our most experienced business people to volunteer their time and to share their experiences, contacts and collective intelligence to give NI’s innovators an advantage. We are proud to have Power NI as a Platinum member company, working with us to support our entrepreneurs and helping us to achieve our vision for Northern Ireland to have one of the most entrepreneurial economies in Europe by 2030.”

Eye on Marketing Andrew Dickinson (left) with Jen Higgins

Wilsons Auctions… Hitting A Global Audience Andrew Dickinson has a clear message of intent in his role as Marketing Manager at Wilsons Auctions.

“T

here are still some people out there who think that Wilsons Auctions is a car auction in Mallusk,” he says. “But we’re a much bigger operation than that these days.” In fact, Wilsons Auctions extends to 18 sites across Northern Ireland, the Republic, Scotland, England, Wales and Spain as well as some 400 employees and puts a mind-boggling array of goods under the hammer every day. Car auctions still form an important backbone to the company’s activities, but Wilsons Auctions has won a series of contracts from government agencies and UK police forces to process and sell off the proceeds of crime.....ranging from luxury houses through to boats, sports cars, jewellery and watches. Andrew Dickinson started his career after university as a marketing manager with a County Antrim motor dealership, moving on from there to

take on a similar role with a Mallusk based Commercial Vehicle dealership He went on to land the top marketing job at Wilsons Auctions, where his role is to oversee a busy central marketing department looking after all of the company’s locations. “We centralised the marketing function a few years ago to co-ordinate how we get a consistent message out right across the growing business, and it’s important to us that the marketing team is accessible to our other branches just as we are to our staff here in Belfast. Andrew is joined in the team by three Marketing Executives, an in-house graphic designer and PR Executive. The marketing role at Wilsons Auctions has changed beyond recognition over recent years. The full marketing mix is utilised, embracing both digital and traditional, with particular focus on an extensive online marketing programme, measured and managed to ensure it is tailored to each auction and the continual company expansion of Wilsons Auctions, not only across the UK and Ireland but further afield. “The use of digital is important because, increasingly, this is an international operation and the ability to accurately measure and manage

campaigns is essential. Whilst we are firmly physical auctioneers, our auctions are all live online these days, and we frequently have specialist auction events, so our customers can come from anywhere in the world. “This is reflected in our social media followers which continues to flourish. In recent months we reached over 100,000 likes on our Facebook page, a growth of 41.5% since December 2017 and traffic to our website has doubled since 2016.” It’s the ever-increasing influence of digital marketing that encouraged Andrew to enrol for CIM Digital Diploma in Professional Marketing with Belfast Academy of Marketing where he is currently completing his studies and developing his knowledge. “The sheer range of items that we are selling has changed a lot over recent years as we’ve built up a global reputation in the world of asset recovery, but for us as a marketing team, that means that we’ve got to deliver tailored messages to different target audiences. “One day we could be focusing on something very specific like earthmoving or quarry equipment and the next we could be looking at planning and implementing a marketing campaign for supercars, properties, watches or

jewellery. We even sold off a unique collection of movie memorabilia in the last year and all of this is in addition to our regular auctions.” PR Executive, Jen Higgins joined the marketing team two years ago to provide dedicated PR support to the group while ensuring the profile of the corporate brand was raised across the UK and Ireland. Bringing almost 10 years of experience to the role as well as a CIPR member, Jen has worked alongside marketing to grow the knowledge of the company through media coverage. Over the past year, press coverage achieved an average reach of 689 million which was a massive increase in the four years since the marketing department was established. Building up a relationship with journalists outside of Northern Ireland has helped in the growth of coverage across the UK and Ireland, which has resulted in Wilsons Auctions making it onto the pages of national newspapers like the Daily Mail, The Times and The Independent as well as hitting the broadcast news across the regions and hitting the news globally. The interest in what Wilsons Auctions does these days is huge, especially with the company’s asset recovery auctions and work with police forces. The BBC documentary series Ill Gotten Gains is a prime example of that interest, as well as on a number of different TV programmes which Jen works closely with during their production. Elsewhere, Jen has been working to grow the corporate profile through the submission of various business and industry awards across the board which has resulted in success at last year’s UTV Business Eye Awards and the South Dublin Business Awards and this year sees the company shortlisted in the TRI (Turnaround, Restructuring & Insolvency) Awards, Commercial Motor Awards and Ayrshire Business Awards. Despite the considerable international growth over the past few years, the company is still very proud of where it has progressed from. “But, at our heart, we’re still very much a Northern Ireland familyowned company, and that’s very important to us,” adds Andrew “I see my role as a strategic one,” he says. “Technology is constantly evolving and our marketing strategies need to be flexible enough to adapt, embrace and maximise the potential that this evolution brings. The task is made easier with the help of a talented marketing team in which individual skillsets complement each other to create an effective and enthusiastic team that I’m proud to be a part of.”

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Eye on Cyber Security

EQUIFAX TAKE TWO It’s about a year since we first looked at the Equifax hack back in 2017. This was covered in my blog called “Richard Smith – House husband”, a reference at that time, to the new job title of the previous Chief Executive of Equifax after they were the subject of a hack resulting in a huge loss of data.

thought it was worth circling back over this topic though, as a short time ago Equifax made some revelations about the cost of fixing the damage done in that data breach. I think there are lessons to be learnt about how we see security. Many see it as an expense to be minimised, while others see this as something that is as simple as paying a few pounds to their insurer to make the problem go away. I would like to propose that a different perspective is needed that recognises the realities. You probably do need some element of insurance and you should talk to your insurance broker about what is appropriate for a business of your size. However, in addition, you need to be spending something on security and have a plan to reduce your exposure. Security, at least from my perspective, is not expensive. Done with a good plan and some focused investments it can be very good value for money. So how much is good enough security? Well before we get to that you should know where you are in security terms. Nitec customers have access to a security portal which shows, in a series of charts and widgets, which security items are implemented, and which aren’t. This is a huge help to start a discussion. You can then easily decide what is important and needs planned and what can be skipped. You can also take some advice regarding some base lines that are essential.

As a Nitec customer, generally the internal IT contact can articulate in layman’s terms what they have done and what still needs to be done. If you do not have some sort of mental image of how good your network security is I think it’s fair to say you have a lot of work to do. Either way the items are not going to break the bank.

“When these moments happen, they are not only financially painful, they can also be hugely stressful and can completely distract you from the business of your business.” Unlike Equifax’s bill for remediation, which was approximately $625Million. Luckily, they had insurance, however, unfortunately the insurance was limited to $125Million. So, the overall hit to Equifax’s bottom line this year will be $500Million. Similarly, for you, this is an important point, as you can’t just write a cheque to A.N. Other Insurer and then leave your important data whatever way you want. The

takeaway: you cannot simply insure this risk and do nothing else. Before we close the pocket book though there are a few more costs I want to point out.

How much is your time worth? I would love to know how many hours of senior management time have been vacuumed up by meetings about this topic in Equifax. From what I see, the amount of senior time that gets diverted to damage control can be huge. You need to factor that in. When these moments happen, they are not only financially painful, they can also be hugely stressful and can completely distract you from the business of your business.

How good are your customer relations? When a hack happens it’s hard to predict the collateral damage. For example, you send all your customers a fake bank account change. The resulting call to one of your best customers to negotiate how you are going to split replacing the missing cash probably isn’t going to deepen your relationship in the way you had hoped. These are conversations that you ar much better never having at all. This is based on my experience of seeing some hacks up close. Yes, we

do see customers get hacked and there’s a reason for that. It’s down to us trying to implement a security plan and receiving pushback on various items on the plan, even something simple like a password policy or multifactor authentication. There is one universal truth though. In every incident the plan has been resurrected, dusted off and implemented with haste as soon as the hack happened. Things that previously were deemed impossible were in operation with minimal upset a week later. Once people see the reality, things just get done. There are no guarantees and you cannot be completely secure. However, it is possible to get really good security and sleep well in the knowledge that hacking your systems is pretty hard, requiring the dedicated attention of a determined hacker rather than an email to the right person. Returning to our question. How much does ‘good enough’ security cost? I honestly believe it is cheaper than fixing the damage afterwards. OK, that’s a bit of a cheat I know but, as a step in the right direction, know where you are right now and have a plan for where you are going. Then you, or we, can put a price on it. If your current IT provider can’t answer that question or has never discussed a security plan with you, you could always call us and get a free security assessment. Even if you are just curious as to what a security score from one of Ireland’s leading IT providers looks like you should call. I mean, what’s the worst that could happen? At least you’ll know where you are and can start to plan. You might even sleep a bit better and that you genuinely can’t put a price on.

By Gavin Woods, Business Development Director, Nitec Contact: 028 9442 7000 Email: solutions@nitec.com www.nitec.com

NORTHERN IRELANDâ&#x20AC;&#x2122;S LEADING BUSINESS AWARDS

Eye on Awards

BEFTAs 2018 LAUNCHED The BEFTAs 2018, an exciting new version of Northern Ireland’s leading business awards, will take place at the Belfast Waterfront on Thursday, 22nd November, 2018.

he BEFTAs, the Business Eye First Trust Bank Business Awards, take on the highly successful 12year mantle of the former UTV Business Eye Awards... with a new title, a new lead sponsor and a new line-up for 2018. First Trust Bank, a key supporter of the Northern Ireland business community, has

Seamus McGuckin, First Trust Bank addresses the audience.

partnered Business Eye on the annual Business Eye First Trust Bank Small Business Awards for the past four years and will now sponsor the November awards, which cover all businesses – large, small and mediumsized - across the region. The new-look BEFTAs were officially launched for 2018 in early September at Bar Level 2

in the Belfast Waterfront Hall. The closing date for entries to the BEFTA’s 2018 will be Friday, 19th October, with the judging panel due to meet in early November. And local companies and individuals will be able to enter no less than 18 different categories covering most aspects of the local economy and business life...

Richard Buckley, Business Eye addresses the audience.

Eye on Awards

Award Categories & Criteria

There are eighteen categories for the awards this year... Executive Support Professional of the Year

Exporter of the Year

SPONSORED BY

Another new category for 2018, this award will honour one of the ‘unsung heroes’ of the business world here, Northern Ireland’s leading Executive Support Professional, a key member of staff in any organisation providing exemplary support services to management within the organisation

SPONSORED BY The Northern Ireland-based company exhibiting the most impressive track record and recent growth in export sales of goods or services outside of Northern Ireland. Export markets to include ROI and GB, but the judging panel will give special consideration to organisations exporting worldwide

Medium/Mid-Sized Business of the Year SPONSORED BY

Company of the Year SPONSORED BY

Northern Ireland’s overall company of the year in the opinion of the judging panel. Companies can be of any size/ scale, number of employees, and must be able to exhibit exceptional performance, especially but not exclusively during the 12 month period to 31 October 2018.

Family Business of the Year Award

Northern Ireland’s economy is built on family business success and this key category will recognise the family-owned business, of any size of scale, which can demonstrate exceptional achievement during the year to 31st October 2018

SPONSORED BY

The keynote award at the 2018 BEFTAs and one which will honour Northern Ireland’s outstanding business personality over the past 12 months, an individual whose leadership achievements have contributed to business success and to the wider local economy.

Waste Reduction Project of the Year SPONSORED BY

A new category to these awards, this category will recognise a leading player in the 50-250 employee sector of the Northern Ireland economy, a key sector which includes a number of our leading private sector companies. As with Company of the Year, entrants must demonstrate exceptional performance across the board

Business Personality of the Year

Manufacturer of the Year SPONSORED BY

The most impressive environmental initiative or project instituted by a NI-based company or organisation over the recent period, and an initiative or project which can show as clear impact on the wider environment

Closing date for entries is Friday 19th October 2018

Manufacturer of the Year is open to all manufacturing organisations, of any size and scale, operating in Northern Ireland. The judging panel will look for evidence of innovation, attention to detail, state of the art engineering and product market success

For further information please contact Ciara Donnelly at Business Eye on 028 9047 4490 or ciara@businesseye.co.uk

enter online at www.businesseyeawards.co.uk

Eye on Awards Research & Development Project of the Year SPONSORED BY

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

Tourism/Hospitality Company of the Year SPONSORED BY

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

Innovative Business of the Year

Innovation, across every sector, is a key driver of business success. In this category, our judges will look for clear evidence of innovation in action, along with evidence of how innovation has helped to contribute to business success.

Fast Growth Business of the Year SPONSORED BY

A private sector organisation able to show clear rapid growth in terms of profit, turnover and/ or employee numbers during the 12 month period to 31st October 2018. This category is open to private sector businesses of any size and operating in any sector.

SPONSORED BY

This category sets out to recognise notable achievement in the wider agri food sector and is open to companies and producers of all sizes as well as to individual products or innovations from those companies

SPONSORED BY

The category is open to senior managers and leaders in businesses and organisations across the private, public and voluntary sectors who are aged 35 or younger at 31 October 2018, and whose leadership and achievement can be clearly demonstrated.

Employer of the Year Technology Company of the Year SPONSORED BY

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

A new category for 2018,

Agri Food Award

Young Business Personality of the Year

aimed at recognising impressive performance by one of Northern Irelandâ&#x20AC;&#x2122;s leading businesses operating in the technology sector, to include hardware, software, telecommunications, technology support and services

Closing date for entries is Friday 19th October 2018

Professional Services Firm of the Year

SPONSORED BY

Corporate social responsibility plays an important role for NI companies and this specialist category sets out to recognise an organisation from the private, public or voluntary sectors making a clear and impactful contribution to its local community as a whole

This category sets out to honour Northern Irelandâ&#x20AC;&#x2122;s leading accountancy, legal or other professional services firm working with and providing key advice to clients in the local business community

For further information please contact Ciara Donnelly at Business Eye on 028 9047 4490 or ciara@businesseye.co.uk

enter online at www.businesseyeawards.co.uk

Eye on Awards xxx (1)

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1: Jack Hamilton & Tracy Hamilton, Mash Direct, Seamus McGuckin, First Trust Bank & Richard Buckley, Business Eye. 2: Brenda Buckley and Ciara Donnelly of Business Eye. 3: Damian Campbell, Fleet Financial, Ciara Donnelly Business Eye, Kathryn Williamson & Fiona Liversidge, Visit Belfast. 4: David Sinclair, & Dylan Burke, Yelo, Roisin Hackett, First Trust Bank, Brenda Buckley, Business Eye & Gary McDonald, Irish News. 5: Darren McDowell, Brendan Dwyer & Treena Clarke, Harbinson Mulholland with Richard Buckley, Business Eye.

Eye on Awards (6)

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6: Simon Huntley, Momentum, Ann McSorley, First Trust Bank, David Warnock, BDO & Ashleigh Hamilton, Momentum & Richard Buckley, Business Eye. 7: Jack Hamilton, Mash Direct addresses the audience. 8: Michael McLarnon, ISL, Seamus McGuckin, First Trust Bank, Brenda Buckley, Business Eye & Barry Donaghy, ISL. 9: Seamus McGuckin, First Trust Bank, Louise Quinn & Mairead Scott, Honeycomb, Ciara Donnelly & Richard Buckley, Business Eye.

Eye on Awards xxx (10)

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10: Kieran Donnelly, Morrow Communications, Michelle Harbinson, First Trust Bank, Clare Daly, Morrow Communications, Rory Sheridan, First Trust Bank & Richard Buckley, Business Eye. 11: Kevin Fitzpatrick, First Trust Bank, Sinead McGrath, Carsons, Julie-Ann Halliday, Invest NI, Ciara Donnelly, Business Eye & Richard Willis, First Trust Bank. 12. Seamus McGuckin, First Trust Bank addresses the audience. 13: Brenda Buckley, Business Eye, Gemma Payne, & Mark McKeown, First Trust Bank and Maureen Fox, Ulster University.

BACKING BUSINESSES ACROSS NORTHERN IRELAND

When Bailies approached us with plans for their roasterie and training academy in Belfast, we were delighted to back them on their journey. If youâ&#x20AC;&#x2122;d like to see how First Trust Bank Business and Corporate Banking can back your business, contact Brian Gillan at brian.m.gillan@aib.ie

BRANCH. PHONE. ONLINE.

First Trust Bank is a trade mark of AIB Group (UK) p.l.c. (a wholly owned subsidiary of Allied Irish Banks, p.l.c.), incorporated in Northern Ireland. Registered Office 92 Ann Street, Belfast, BT1 3HH. Registered Number NI018800. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority.

Eye on Business Travel

Meet Ken Harrower

Flybe Country Manager – Ireland When Ken Harrower was appointed ‘Country Manager – Ireland’, a post created to help better serve Flybe’s customers across Northern Ireland and Ireland, he was determined to do things differently.

udging by the recent enthusiastic response to his new ‘Open House’ initiative, it certainly seems as if this is something to which he doesn’t just give lip service. “People do business with people so building and promoting strong long-lasting customer relationships is really important. I want our customers to always feel that they are benefiting from that relationship and to recognise that Flybe is an airline that they can trust and with whom they can form a professional partnership and long-term alliance.” “The ‘Open House’ concept gave me the opportunity to informally meet many of our existing and potentially new customers. We discussed specific travel needs and the attendees were also able to share their experiences relevant to Flybe which is incredibly useful in helping us to review and forward plan. I firmly believe that this type of two-way communication is an excellent way for everyone to benefit.” With 35 years of service to Northern Ireland already clocked up, there is no doubting Flybe’s commitment to regional connectivity and George Best Belfast City Airport is of particular importance. “As our third largest base operating up to 570 flights a week and carrying 1.7million passengers annually, it’s strategically important to our network. Looking to the future, we really wanted to provide a renewed sales focus locally and become closer to our customers

and stakeholders in order to understand their specific travel needs. The Country Manager role was created to embrace this ethos and provide a commercial link between Flybe and the community which we are proud to serve.” With a career steeped in sales, Ken is ideally suited to the role. He has been with Flybe for 13 years, having started his working life 30 years ago in aviation as a customer sales agent for British Midland at Heathrow. Rising to Business Development Manager, he then left the airline industry in 1996 to pursue other professional sales posts, in Group 4 Security Systems and Yellow Pages. Aviation came knocking again in 2005 when he moved to Northern Ireland to take up the role of Regional Sales Manager with Flybe. “I’m passionate about driving sales, creating and rewarding loyalty and making Flybe the airline of choice for our diverse range of Northern Irish customers, whether they are business travellers, students, sporting fans, commuters or those travelling to visit family and friends. During the 35 years we have been serving Northern Ireland, we have grown significantly. We now operate 15 routes and offer worldwide connections with our Global Airline Partners. More recently we added a sixth rotation to our much-needed London City service, increased frequency too on our Cardiff service and recently started new flights to Doncaster Sheffield.”

Ken particularly enjoys the unpredictability of his job. “As Country Manager-Ireland there is no ‘typical week’. The majority of my time is spent working with our key travel agents, corporate and leisure partners in Northern Ireland. Some weeks involve me travelling to our Head Office in Exeter to attend internal meetings or I could be at one of our other Irish bases representing Flybe at various events. For example, this summer I spent two days at NI Travel News’ Big Event.”

Outside work, Ken is not only a massive music fan but is also an accomplished drummer having played in a number of bands over the years. When he’s not following his beloved Chelsea Football club or playing tennis, you can find him pursuing his latest passion at the piano - practising his scales. One thing’s for certain, he’s a guy who is always busy and that can only be good news for Flybe’s customers in Northern Ireland.

Eye on Round Table

Brexit & The Financial Environment

Business Eye’s Richard Buckley joined forces with Fairstone NI, the Lisburnbased independent financial advisory firm, to organise a Round Table Discussion on the potential impact of Brexit on the business and financial environment.

The Participants TM – From an insolvency perspective, we’re still seeing people dealing with legacy debt, often multijurisdictional. Brexit could bring a lot of legal complications and it might be a massive challenge. It could be hard to work with foreign creditors once Brexit kicks in, for example. And there are no provisions for how we might deal with other jurisdictions. So, if you have debts elsewhere, now is the time to deal with these.

Peter Savage, Business Principal, Fairstone Northern Ireland

Sean Larkin, Business Principal, Fairstone Northern Ireland

Jonathan Abbott, Director, Daly Park Chartered Accountants

JA – We have an office in the border area and a lot of our clients have business interests on both sides of that border. They also, possibly may have savings and investments on both sides too. People don’t like the uncertainty surrounding Brexit and there is a real need for information. JAO – Peter is right. The cost of goods will increase, and the pound will probably drop. I thought that, even after the referendum, that the property market might have dried up. But that just hasn’t happened. People are getting on with it, and they’re still making investment decisions.

Julie Ann Osborne, Partner, CMG Cunningham Dickey Solicitors

Thomas McKenna, Director, Keenan Corporate Finance

Michael Guilfoyle, independent Financial Adviser, Fairstone Northern Ireland

RB – From each of your perspectives, will Brexit affect the financial landscape and, if so, how?

SL – Of course it will affect savings and pensions. I’ve seen surveys in which most people expect their pension values to fall as a result of Brexit. But those who have savings and investments can all expect some volatility. Brexit might also bring about opportunities. For example, if sterling falls further, investments in some exporting companies will perform well. So, there will be an impact, but at this stage, it’s hard to be more precise and

we’ve always got to bear in mind that there will be a long implementation period after March of next year.

PS – The answer is yes. It’s the biggest social or financial development for many years. It will change the landscape. Where it might affect the young is in their ability to save because prices look likely to go up. In terms of older clients, it’s more about their return on investment and how they fund their retirements.

MG – The word ‘volatility’ sums it all up, I think. But how volatile the markets are depends on the deal that is cobbled together. It could be short-term volatility, but it could last much longer than that. We always deal in time horizons. So shortterm volatility can be managed.

RB – What can individuals do to mitigate against the risks of Brexit? PS – We get asked that question a lot. And our advice is that as long as an investment portfolio is diversified and spread, that will help. We advise our clients on a long-term basis and we always tell them that we’re here to advise them in the face of all sorts of threats and potential threats. This won’t be the last one that we’ll have to navigate. SL – We’ve got to keep remembering that it hasn’t happened yet, and a lot could happen before it does happen. But stay calm, we’ve always got to expect

Eye on Round Table

some volatility with investments. If not Brexit, it would be something else creating waves. Most importantly, don’t crystallise short term losses by panicking too early. Diversify and stick to the plan. TM – It’s a question I’m rarely asked in my world. As I’ve said, people need to deal with their debts. It’s not a scenario anyone wants to think about but a few years down the line, someone who goes bankrupt here may not have their debts in ROI covered as part of their bankruptcy. That could have huge implications. JA – I agree with the ‘don’t panic’ advice. Exchange rates can be hit by Brexit worries, as we’ve seen, and I think we’ll continue to see that happening. The lack of progress in the negotiations has been anything but ideal. That said, there’s really no need to jump the gun and make rash investment decisions because of the fear factor. JAO – Seeking advice and listening to advice is the key, and it’s important to keep on doing that as the circumstances change.

SL – I suppose that’s how we started up our business. We had clients coming to us for advice in the heat of the financial crisis, when they really needed that advice. Initial advice is important but ongoing advice is even more important. RB – Business here seems able to carry on despite the potential threats. What’s your view from Newry and the border area, Jonathan? JA – There was an element of real shock back at referendum time but, looking back at that initial panic, things have changed a lot. It’s going to be a long haul. Things won’t change dramatically in March 2019 either, and no one knows what’s over the horizon. But there’s a lot less panic around now. JAO – I was really concerned that it would hit the property market. But it hasn’t. People need to buy houses and they need to run their businesses. What really doesn’t help is the fact

that we don’t have a government fighting our corner. To my mind, it’s a bigger issue than Brexit. SL – Absolutely. From a local point of view, that is the biggest obstacle that we have. We have no one to look after our interests, to help ensure that we’re not damaged as a region and maybe even to look at how we can seize any opportunities. TM – We are rudderless, at least to a degree. Of course, there could be opportunities. And certainly, there could be threats and it’s a real pity that we don’t have leadership to help us position ourselves. MG – The problem is, of course, that it’s all about political agendas. They should be set aside, but they’re not. SL – Some think that this economy could take quite a big hit as a result of Brexit, and that would be a hit that we can’t afford. But go back a few years and we were talking all about a lower rate of corporation tax for Northern Ireland. Imagine what we could do if we could bring that in now?

JAO – Of course. We should be pushing ourselves forward as a unique region with a land border to the Republic of Ireland. It should be about making ourselves competitive in a changing environment. TM – The only way we can turn now is towards Westminster, and they’re not particularly interested. They’ve their own issues to sort out. JAO – We’re well down the agenda because of Brexit, yet the issues are all the more pressing for us as a region. JA – We’ve talked about corporation tax, but it’s not something that will even be on the radar for the Westminster government. There is no chance of it happening when we have no working Executive and Brexit is the only issue on the table. RB – So do we have more to lose from Brexit as a region? PS – Yes, there’s no doubt about it. We’re a small region and our trading

Eye on Round Table partnership with the Republic is vitally important to us. So, businesses here could be harder hit than their counterparts in England. JA – And I think we’ve underestimated how much support the agri sector here gets from Europe. It is vitally important that these sectors get the necessary support post Brexit. TM – We’ve seen a marked increase in farmers going through insolvency processes in recent times, so I’d agree that if their subsidies disappear, we could be looking at serious problems. JAO – And just when farmers were starting to get back on track, and banks are lending to them again. It’s potentially a real issue. And don’t forget that a lot of families here are connected in some way to agriculture and agri-food. Once again, the lack of any government here certainly doesn’t help. TM – No, that’s true. There should be some advice and guidance available around what will happen next, but there’s no government so there’s nothing forthcoming. MG – When we talk about the campaign, don’t forget that a lot of areas in England didn’t vote on economic matters at all. They voted on immigration. They were told that it would stop but, as we know now, it won’t.

RB – Do we all watch the developments in the Brexit process with interest? SL – I think people are starting to lose interest and there’s certainly an impression that the left hand doesn’t know what the right hand is doing. MG – Most of the information is coming from newspapers and politicians with an agenda so it’s hard to know who to believe. So, when clients ask us, how can we give answers? PS – And it’s very different to us here in Northern Ireland. A working man in Birmingham has no interests in the Irish land border and he might wonder why so much time is being wasted on talking about it. JA – That’s right. Everyone wants the best for their region. We want the best for Northern Ireland because that’s where we live and work. But our population is only 1.8 million, less than 3% of the UK population, so we’re a small region when it comes down to it. MG – We lament the fact that we’ve no politicians to fight our corner. But, if the institutions were up and running, would they be able to take the hard decisions? I’m not so sure. They’ve shown serious political cowardice by not being able to come together to work for Northern Ireland on Brexit... never mind the other issues. JAO – The problem is that we’re in a complete limbo. We don’t have a devolved government, we don’t have direct rule. Nobody knows what to do with us. JA – We haven’t mentioned interest rates and how Brexit might affect those. A hike in rates would put a lot of property owners under pressure and lead to a number of other negatives at a difficult time for this economy. It has taken us a bit longer than other regions to recover from the financial crash. Any fluctuation in interest rates is likely to be unwelcome news for borrowers. Changes in Tax legislation restricting mortgage interest tax relief on buy-tolets is already taking its toll.

SL – Yes, looking at it in the wider sense, Brexit could lead to a lot of problems. Never mind a pull back from investment decisions, it could bring real financial hardship. TM – We do see liquidations on the increase in general terms. Bankruptcies had started to decrease but there is a large group of people out there for whom any increase in interest rates would be a major issue. JAO – I think there has been something of an effort to move people away from using property as an investment, but it’s part of the culture here so there are no signs that it has worked to date. I thought that, along with other changes in the legislation, might have put people off. But that’s not the case. PS – There is a real belief in putting your money in bricks and mortar in this part of the world, isn’t there? SL – We’ve seen a lot of new legislation affecting our business over recent years. So, if and when we come out of Europe, how will that affect how financial services are regulated? Every piece of existing legislation we have, whether Europeaninspired or not, isn’t going to be unravelled. That can’t happen. RB – Sean, you mentioned potential opportunities. Can we gain something from Brexit?

SL – It probably rests on having a devolved government and it depends on the Brexit deal. JA – I don’t think there is any change that doesn’t present opportunities. It’s all about seeing if they can outweigh the negatives. MG – There can be. I read recently that an increased number of ROI businesses are considering establishing operations in Northern Ireland, presumably to have access to the new-look UK marketplace. JA – And we’ve seen big companies going in the other direction. But this is all very well for companies with available resources. Smaller businesses can’t afford to set

Eye on Round Table

up in new geographical areas to hedge their bets so they’re the ones who will suffer. But the opportunities will be there. New trade deals will come about. Even the exchange rate does, and will, offer opportunities for exporters.

JA – The EU has to look after the interests of Ireland so, when the chips are down, I think we’ll get a reasonable deal on the border. It works both ways. Ireland wants to be able to trade with the UK. It’s a big one for them.

RB – Do we think it will be hard Brexit?

RB – Aside from Brexit, how is business from each of our perspectives?

PS – I didn’t at the start. But I’m not so sure now. The EU aren’t going to make it easy, but the government really doesn’t seem to know what it’s doing. The markets seem to have priced in a soft Brexit, so there will be a lot of adjusting to do. SL – I still think we’ll end up with a revamped version of what we already have.

PS – Business is very good as Northern Ireland has come back from recession. Brexit apart, I’d have to say that we’re optimistic. SL – We’ve had plenty of legislation changes, which are always a challenge, but things are looking good and confidence has been returning. JAO – We’re busy. In fact, we’re opening a new office soon and a lot of that work is property-based. As I said earlier, the property market continues to go well.

It might be a bankruptcy or IVA, but it is a way of moving forward. The same applies to businesses opting for CVA arrangements.

JA – I’d agree. We’re seeing plenty of activity from our client base and we’ve no complaints...apart from Brexit coming over the horizon.

JA – And what we haven’t mentioned is that the banks are back in the game. It’s good to see them being a bit more proactive and helping us all to make progress. It’s definitely a positive.

TM – Insolvency is looked upon as a negative, I know, but we’re seeing people getting their heads out of the sand and coming to sort out their problems in a proactive way. I think that has to be good.

MG – For clients with investments, they just want us to hold their hands and offer reassurance a lot of the time. Sometimes the awkward questions don’t arise, providing there are no unpleasant surprises.

The opinions mentioned are the participant’s own and not the views of the Fairstone Group

Eye on Finance

NEXT ACT

Planning Your Finances On Selling A Business part of a pre-sale team. By incorporating wealth management advice early in the sale process this should help ensure any planning opportunities which can be availed of are identified while the business is still in personal ownership. As an example, using available pension saving allowances may attract tax relief. Following the sale of the business this may no longer be the case, so a potentially valuable planning opportunity like this should be considered and advised upon in advance of the business sale.

Mind the gap

For many business people, their business is their lifetime’s work, consuming all their time, energy and focus.

t the point of selling a company, wealth which had previously been concentrated in one asset is realised and the focus moves from the management of the company to the financial implications of receiving the cash proceeds and establishing a plan to invest the capital for the future. In this article, we explore some of the most important financial considerations for those who are planning to sell or have recently sold their business, or as it is also known Next Act investing.

Use it or lose it In the months leading up to a business sale minds are naturally concentrated on achieving the best consideration and terms for the deal. In our experience, relatively little attention is given to the significant personal financial implications the sale will have or the need for an investment and financial plan to be put in place to invest the sale proceeds. As with all aspects of financial life, early planning yields rewards. Before the business is sold, consideration should be given to including wealth advisers as

In selling a business, an area which is often most important and overlooked is the inheritance tax consequence of the business sale. It is generally the case that shares of a private company qualify for Business Relief meaning they are exempt from inheritance tax if the shareholder passes away. This relief is very valuable as it allows businesses (especially family businesses) to pass through generations without incurring any inheritance tax liability. Broadly, inheritance tax is payable at 40% on assets over the nil rate band (£325,000), subject to some potential additional reliefs for a main home. So shares in a business worth, for example, £1m would be exempt from inheritance tax on passing away if they qualify for Business Relief. On selling a business the cash proceeds will, in principle, be subject to inheritance tax when the owner passes away unless another relief applies (such as spousal relief). Assuming no other relief is available and the nil rate band is fully used, the same £1m now in cash rather than company shares would be taxed at 40%, or £400,000 of inheritance tax, in the event of passing away. In practice, the risk of the proceeds falling liable for inheritance tax shortly after the sale of the business may be low but were the eventuality to arise the impact could be considerable. In light of this, consideration should be given as to whether to put in place a plan to address the risk well before the business is sold, as implementing this planning can take several months. The options to address

the risk are broad, from simply insuring the liability to establishing more sophisticated trust structuring, but understanding both the implications of receiving the sale proceeds and the options to mitigate the underlying inheritance tax risk is sensible well in advance of completion.

Looking ahead For many of our clients the sale of their business represents the crystallisation of many years work and will be the single largest sum of capital they will receive in their lifetime. As we look to the future with clients beyond the sale of their business, two key areas need to be addressed – first, an investment strategy needs to be established which aligns with the objectives and risk profile of the client and secondly consideration needs to be given to the structure in which the investments are to be held. The investment strategy will have at its core the investment objectives of the client. For those who have sold their business these vary considerably – some clients want to adopt a relatively cautious approach to investing whereas others want to actively grow their investments or use their investment portfolio to replicate the income they received before the business was sold. As well as considering a client’s investment objectives, consideration needs to be given to their wider risk profile, which includes factors such as a client’s willingness and desire to take investment risk as well as their wider asset base. For clients who have sold their business, the sale provides an opportunity to transition their wealth from being concentrated in one asset to being invested on a multi-asset basis; with an investment portfolio specifically aligned to their personal investment objectives and holistic risk profile. In addition to implementing the right portfolio of investments, when selling a business professional investment advice should also cover the structuring of the investments. As an example, one of the primary concerns of many clients on selling their business is to share their wealth with children or grandchildren but in a controlled, tax

efficient way. The use of trusts, gifts and other strategies for passing on wealth to future generations (now or in the future) is something Davy incorporate into our holistic wealth management for clients who are planning to sell or have recently sold their businesses. Investment structuring advice should be considered an essential part of any post-sale investment and financial plan.

The Next Act The next act of life following a business sale should be exciting as opportunities, both financial and personal, open up and are able to be explored and enjoyed. The development of an investment and financial plan for a post business future should form a key part of life following a business sale. This plan is able to be most effective when developed in anticipation of the sale being completed or, put another way, as the first act closes and the Next Act is about to begin.

Ian Cartmill Chartered Wealth Manager ian.cartmill@davy.ie

The information contained in this document is not a recommendation, individual advice or investment research and is classified as a marketing communication in accordance with the European Union (Markets in Financial Instruments) Regulations 2017. Davy Private Clients is a division of J & E Davy. J&E Davy, trading as Davy, is regulated by the Central Bank of Ireland. Davy is a member of Euronext Dublin and the London Stock Exchange. In the UK, Davy is authorised by the Central Bank of Ireland and authorised and subject to limited regulation by the Financial Conduct Authority. Details about the extent of our authorisation and regulation by the Financial Conduct Authority are available from us on request. Warning: Past performance is not a reliable guide to future performance. The value of investments and of any income derived from them may go down as well as up. You may not get back all of your original investment. Returns on investments may increase or decrease as a result of currency fluctuations

Eyeon Tax

Eye on Tax

Making Tax Digital –

Maximising The Opportunities As many aspects of society continue to evolve with the digital era, business owners face new challenges in keeping up to date with the complexities of changing regulations, processes and digital reporting requirements. However, with the right advice and expertise, embracing these changes can bring opportunities for business owners.

aking Tax Digital (MTD) is well documented as a key development that will apply to most VAT registered businesses from April 2019. But do you know what’s involved in preparing for MTD and what opportunities it could bring to your business? Business owners must understand the importance of preparing for digital reporting. As explained by Gill Johnston, Partner at GMcG Chartered Accountants: “Businesses will be required to maintain certain financial information digitally and submit VAT returns to HMRC using special software packages designed to connect directly with HMRC digital systems. If currently using manual records, they should consider the benefits of using a software package that not only satisfies MTD requirements but also one suited to their business needs. Businesses may also need to determine if additional help will be needed with bookkeeping or if they have capacity to manage the timely recording and reporting of information”. Of paramount importance is the selection of a software package most suited to the business’s specific requirements. Gill Johnston explains:

“Adding to the challenges faced by businesses planning for MTD is the fact that some types of software expected to be available for MTD purposes aren’t even on the market yet.”

“Cloud accounting packages have a range of features that can benefit businesses, including real time access to data from anywhere in the world. There is an array of options available but choosing the correct one has potential to be a game changer for

your businesses – not only in assisting with compliance requirements but in becoming a key component that drives greater efficiencies and cost savings. Cloud accounting also offers us, as business advisors, the opportunity to collaborate with our clients throughout their financial year”. “Businesses also need to plan well ahead of April 2019 to ensure a smooth transition to their new MTD compliant systems. Adding to the challenges faced by businesses planning for MTD is the fact that some types of software expected to be available for MTD purposes aren’t even on the market yet.” Clear and impartial advice can help your business achieve a trouble-free and effective transition to MTD, ensuring your business is in the best possible position to avail the

benefits of digital accounting. GMcG can provide expert guidance through the implementation of MTD and in identifying opportunities unique to your business. Whether its cloud accounting expertise or Payroll and Bookkeeping services, GMcG provides bespoke solutions that afford business owners more time to focus on improving and growing their business.

www.gmcgca.com/Digital

Eye on VAT

VAT: what the start up needs to know by Ronan McGuirk, ASM Chartered Accountants limited list of supplies, such as car park charges and some toll charges, for which it is not necessary to provide a VAT invoice to reclaim input tax, so long as the total expenditure for each taxable supply is £25 or less (including VAT). VAT can never be reclaimed on: stamps; train, air and bus tickets; on street car parking meters; office groceries like tea, coffee and milk. These are purchases often causing confusion.

Business purpose

In our experience VAT is the tax that most new businesses struggle to get their head around. Most of the queries we received concern what can be reclaimed on a VAT return and what can’t. Below are the more common areas we are asked about. Reclaiming VAT on purchases Registered traders can reclaim VAT on purchases on two conditions: the expense must be incurred for the purpose of the business and there must be a valid VAT invoice for the purchase. In limited circumstances, HMRC may accept claims for input tax with alternative evidence, but this is a discretionary area. The evidence required is still precise, and we would be happy to provide specific advice to maximise your input recovery. In addition, there is a very

In the smaller business, personal and business finances are often closely interlinked, and problems can also arise with HMRC in this area, too. Input tax (vat on prchases) cannot be reclaimed simply because it relates to expenditure by a VAT registered trader. To qualify, expenditure must relate directly to the purpose of the business. Expenditure that can cause confusion includes expenditure related to domestic accommodation, and expenditure on sport or recreational activities; expenditure for the personal benefit of company directors/proprietors, and expenditure in connection with nonbusiness activities. Such expenditure does not satisfy the ‘for the purpose of the business’ test.

Business entertainment The VAT treatment of business entertainment is complex. Generally, VAT is not recoverable on business entertainment - defined as the entertainment of clients or customers. The disallowance could also relate to the VAT on travel expenses incurred to facilitate the entertaining, and the hospitality element in trade shows and public relations events. But VAT incurred on entertaining employees, say as a reward for their work, or to boost morale, through staff parties or team-building exercises, is not blocked from recovery, nor is the VAT on employee subsistence costs.

Business gifts In theory, giving goods away creates a VAT liability, as a VAT supply has taken place. With business gifts however, no output VAT is due so long as the VAT exclusive cost of the gifts is not more than £50 in any 12-month period to any one person. If the limit is exceeded, output tax becomes due on the full amount. Business gifts are widely defined to include gifts to both customers and staff. To add to the complexity, slightly different conditions, including the need for a conspicuous advert, apply to determine whether or not the cost of gifts to customers is deductible for income and corporation tax purposes.

Cars and motoring expenses Input errors are often made here. t *OQVU UBY DBOOPU HFOFSBMMZ CF recovered on buying new motor cars, except for taxis, driving schools or car dealers. Such businesses are also able to recover VAT on a car leasing charge (see below for the general rule). t 1VSDIBTF PG DPNNFSDJBM WFIJDMFT and vans is different. Input tax is generally allowable if the vehicle is for business use. t (FOFSBMMZ POMZ PG UIF 7"5 PO UIF leasing charge on cars is reclaimable. t 8IFSF B CVTJOFTT TVQQMJFT GVFM PS mileage allowances for cars, it must make adjustments so only the business element of VAT on fuel is recovered. Various methods can be used.

Bad debts Output VAT must normally be accounted for when a sale is initially made, even if the customer doesn’t pay. In the case of a bad debt, a claim to recover the VAT on the sale (bad debt relief) can be made six months after the due date for payment of the invoice. In some circumstances, the Cash Accounting Scheme may provide a better solution for the business.

Be aware that where a business, as customer, has reclaimed input VAT, but not paid its supplier, this should also be adjusted. The time limit here is six months after the due date for payment. Finally you will have heard that Making tax Digital for VAT (MTDfv) is coming in from next March. We are often asked what difference this makes to how you calculate your VAT. MTDfV requirements mean that VAT records must be kept digitally using MTD functional compatible software (software or a combination of software and spreadsheets) which can connect to HMRC via an Application Programming Interface. VAT returns will be generated and submitted direct from a business’ digital records, without manual input. MTDfv will not change the VAT rules on what is liable to VAT or what VAT you can reclaim.

In summary Tax and VAT can be a daunting and confusing subject. At ASM we have six offices across Ireland - Belfast, Dublin, Dundalk, Dungannon, Magherafelt and Newry and it is our aim to make our clients accounting and tax affairs easier. Our 120 strong team specialises in a range of accountancy disciplines including VAT, Audit and Accounting, Business Consultancy, Corporate Finance, Forensic Accounting, Hotel and Tourism Consultancy, Internal Audit and Taxation Services. The content of this article is for information purposes only and advice particular to your circumstances should be sought from a professional advisor.

To contact Ronan McGuirk email ronan.mcguirk@asmnewry.com or call 028 3026 9933 or visit www.asmaccountants.com

Eye on Taxation

Making Tax Fit For Purpose

Richard Todd, the new Vice President of the Association of Tax Technicians (ATT) talks about his tax career, the role of ATT and the significance of having a Northern Ireland voice within this professional organisation.

or many in business, tax may not be viewed as the most exciting part of running a business. Not however if you ask the newly elected Vice President of the Association of Tax Technicians (ATT) Richard Todd. A Senior Manager with BDO Northern Ireland, Richard has spent thirty years working in tax, starting his career with the former Inland Revenue,

now HM Revenue & Customs. “When I first started working in tax almost thirty years ago it was a very different industry and it has evolved at an incredible pace over that time. Back then tax was a completely paper based system. Now we are in the process of making tax digital – a completely alien concept back then”. Having worked in London and Scotland on various aspects of tax, Richard is now part of BDO Northern Ireland’s tax team and his role includes working with young graduates and trainees, imparting his knowledge and experience of tax. “We have a very talented group of trainees who are working their way through ATT and other associated exams while gaining hands-on experience with a global organisation in BDO Northern Ireland. It is my job to impart my knowledge and experience onto them, bridging that gap between

theory and practice and essentially preparing them for the transition to becoming a full tax professional”. Established in 1994, the ATT is the leading professional body for those providing UK tax compliance services. As a charitable body its aims are to educate and develop the tax profession and those who work in it, while ensuring that for the general public tax law is as fair and workable as possible. The organisation draws on an enviable 8,500 strong membership base from across the UK, Europe, North America and Asia. So with a global presence, just how significant is it to have someone from Northern Ireland in such a senior role? “This is the first time someone from Northern Ireland has been elected to this role and that is significant for the region. It is vital that Northern Ireland is represented in forums across many sectors, particularly with the ongoing uncertainty of Brexit. It provides a platform to sell what Northern Ireland has to offer to a world-wide market and allows our voice to be heard in important discussions”. HM Revenue & Customs is currently running pilot MTD schemes for businesses with the MTD requirements for VAT starting to affect many businesses from 1 April 2019. The ATT are heavily involved in evaluating the process, making recommendations to the UK government on best practice and working to ensure a workable programme for both members and businesses. The ATT helped to ensure that the initial plans for MTD rollout were delayed until 2019 to allow more time for businesses to prepare and adapt to this change. “This is a big adjustment for many businesses in Northern Ireland. Regardless of what happens with Brexit, MTD is happening and we need to plan for it. In time, the majority of businesses, selfemployed people and landlords will all be required to start using new digital services so it is crucial that the systems are accessible to all. “At BDO NI we work with a range of small family owned businesses who have always operated paper based systems so MTD will be a huge

culture shift. These businesses need the time to prepare both financially and technologically for the change”. With ‘Brexit Day’ looming in just over six months’ time, much uncertainty remains for the business community on a range of issues, including corporation tax and potential new import and export duties for businesses. Richard commented: “Brexit is obviously the major talking point for businesses across Northern Ireland, however most are continuing to invest and make decisions in spite of the lack of clarity – they have no other choice. There are a number of concerns, which will need monitored to allow businesses to plan for the future. “Businesses who currently import and export to the EU are now in a situation where they have to consider customs declarations of goods. Goods coming into the UK will be charged with import duties that can’t be recovered, which will cause financial implications for UK businesses”. “There is ongoing uncertainty around the UK rate of corporation tax. We also need to look at whether there will be potential for any tax reliefs for businesses to increase competitiveness once the UK has left the EU. “These are all issues up for discussion and I would hope for more clarity following the EU summit next month. Richard’s Vice Presidency with ATT is the start of a three-year journey, which will ultimately lead to the Presidency role in year three. “I am honoured to be representing ATT on behalf of Northern Ireland and I am looking forward to ensuring that the issues and concerns of Northern Irish businesses are heard over the significant changes expected in this period.”

Richard is a Senior Manager within the Tax department at BDO Northern Ireland. To discuss anything in this article in more detail, please contact Richard on 02890439009.

Call us on 02890 428 000 1st floor, 45 High Street, Holywood, BT18 9AB E: info@IQandco.com IQandco.com

Tax planning using an employer’s pension contribution Employer pension contributions are one of the most tax-efficient ways for a business to remunerate their key employees. In theory, an employer can pay any amount of pension contribution to a registered pension scheme in respect of one of their employees or an ex-employee, regardless of their salary. For tax relief to be given on employer contributions, they need to be deducted as an expense in calculating the profits of a trade, profession or investment business. In most cases, this will not be a problem as pension contributions often are a central part of any employee reward package, and staff costs are perhaps the most genuine trade expense.

Other components such as salary and bonuses are similarly deductible from profit. However, what sets employer contributions apart from cash rewards is their exemption from employer NICs. There is no liability to income tax as a benefit in kind for the employee if the employer pays the contributions into a registered pension scheme. However, an employer’s pension contribution will be assessed against the individual’s annual pension allowance, money purchase annual allowance (MPAA) and tapered annual allowance. Contributions over the employee’s relevant allowance may result in an annual allowance charge.

The following example shows the tax impact of an employer paying an employee in salary, dividends and pension contribution. Julie owns a small business and wishes to pay herself £100,000 from the company. To keep things as simple as possible she initially wants to look at the effect of paying the full amount as salary, dividends or an employer pension contribution. Salary

Dividend

Pensions

£100,000

(£11,105)

N/A

(£19,000)

N/A

Gross Amount

£88,895

£81,000

£100,000

Income Tax

(£23,918)

(£13,698.75)

N/A

Employee NIC

(£5,402.02)

N/A

Net Amount

£59,574.98

£67,301.25

£100,000

Potential Tax

N/A

(£30,000)

£59,574.98

£67,301.25

£70,000

59.6%

67.3%

70.0%

Total Cost Employer NIC Corporation Tax

Net Benefit Extraction Rate

Please note there are a number of assumptions in each case: the salary column assumes Julie has no other income, so has her full personal allowance available; the dividend column assumes that she can pay herself this amount in dividends under HMRC rules; and the pension column assumes that she has sufficient annual allowance available to cover the full contribution and that she will be a higher rate taxpayer in retirement. As you can see, employer contributions can be a tax-efficient strategy. However, it is important to consider the employee’s annual allowance, as well as the fact that the pension plan cannot be accessed before age 55.

Eye on R&D

North West Centre For Advanced Manufacturing – A Positive Approach To Research & Innovation

Life and health sciences companies in Northern Ireland are working in partnership with academics to boost research and innovation in the economy here.

t’s the work of the North West Centre for Advanced Manufacturing (NW CAM), a European Union INTERREG VA 1.1 funded project being led by Catalyst Inc. The unique cross-border project is already delivering 15 individual research and innovation projects

using advanced manufacturing to address industrial challenges in Northern Ireland, the border areas of the Republic as well as the West of Scotland. NW CAM links businesses with research providers to access expertise and equipment

to help solve problems. “The project aims to support the development of a more prosperous economy by increasing the commercialisation of new technical developments,”says Catalyst Inc’s Dr. Oonagh Lynch. “We could see that there was a need for this kind of project in advanced manufacturing.” NW CAM is funded to the tune of €8.7 million by EU INTERREG which is managed by the Special EU Programmes Body (SEUPB). It involves four academic establishments – Ulster University,

Letterkenny Institute of Technology (LYIT), Sligo Institute of Technology (IT Sligo) and the University of Glasgow. The North West and Scottish emphasis gives the programme a distinct geographical edge as well as redressing the lack of investment in the region. “Since launching, we have identified a number of companies to work with and we have been busy recruiting research staff. We have nine post-doctoral research positions – with four to be filled – and a further 13 PhD

Eye on R&D candidates have been offered doctoral study opportunities.” “Our objective, in its widest sense, is to develop the research base available to our leading companies, and we think we’re doing that in a very practical and positive way,” adds Oonagh. “In short, our researchers come in to help local companies to develop new processes and new products and they play an important role in the commercialisation of both. We believe, and our participant companies agree, that they can bring real added value to any operation.” It dovetails neatly with Catalyst Inc’s core mission to develop and promote the local knowledge economy and to make it the No. 1 region by 2030. NW CAM is working with a broad spectrum of companies from multinationals like GSK (Glaxo SmithKline) and Abbott through to early stage start-ups such as Causeway Sensors and axial3D. Moving into specifics, it aims to focus on a number of key areas:t "EWBODFE 1PMZNFST t "EEJUJWF .BOVGBDUVSJOH % 1SJOUJOH t /BOP .BOVGBDUVSJOH t 4VTUBJOBCMF .BOVGBDUVSJOH It draws on the complementary and collective strengths of the academic partners, in particular the Engineering Research Institute at Ulster University, the James Watt Nanofabrication Centre at the University of Glasgow, CoLab, LYIT and the PEM Centre at IT Sligo. “There are a variety of examples of exactly how our researchers are working with companies on the ground. We’ve helped to develop new labelling solutions, we’ve worked on solving leakages in product packaging

and we’re engaged in a wide variety of other programmes.” Coleraine-based Armstrong Medical Ltd is one of the Northern Ireland businesses currently engaged with NW CAM. It has engaged the services of researchers from Ulster University, who are working on the use of specialist polymers in respiratory tubing for patients in intensive care units. The company is a global supplier of respiratory products for anaesthesia and critical care patients. It sells to 65 countries worldwide from its 90,000 sq.ft manufacturing and warehousing complex on the outskirts of Coleraine. “It’s been very productive from our perspective,” says Armstrong Medical’s Technical Director, Dr. Ciaran Magee. “I’d have to admit that we took a bit of persuasion. We don’t tend to rush into anything like this unless we’re convinced that it will make a real contribution to our business. But, in this case, that’s exactly what we believe it will do. “We now have access to an exterlnal team helping us to look in real depth at how we can improve our manufacturing processes and our end products. And that’s very worthwhile. We’re confident that something tangible will come out of this process in both production and intellectual property terms. “R&D is the lifeblood of what we are doing here,” adds Ciaran. “But this is a very exacting business and one that is focused on patients and caregivers. “A major focus of this business is that we talk constantly to our customers and by that I mean the doctors and nurses who use our respiratory products day in, day out. Our products need to perform when put into use: sometimes in emergency situations. They must assist the delivery of safe

healthcare and give patients the best prospects of recovery. “When you bring that back to our research and development processes here at the factory, it adds a real edge to what we’re doing.” Armstrong Medical has developed a niche in products for neonatal critical care, developing respiratory and critical care products for use on premature and seriously compromised newborns and young children. “As you can imagine, when your products are being used in life-sustaining situations involving children so young and vulnerable, there can be no compromises,” adds Ciaran. “So we have to balance the absolute emphasis on product quality with commercial realities. It’s not always easy. But we have to get it right. And it’s where a strong emphasis on research and development at every level becomes even more important.” Oonagh is one of two Innovation Brokers working with companies

here on the NW CAM programme. “Our role is to facilitate direct knowledge exchange, technology development and innovation commercialisation produced around NW CAM. “We have to do this by making sure that research is closely aligned to the issues that industry has. Within the health and life sciences sector, we’re looking for opportunities for our research and researchers. The two Catalyst Inc-based innovation brokers (Dr. Oonagh Lynch & Darren Ross) have complimentary skills to help them to maximise the economic and research benefits of NW CAMbased research and innovation. “We’re very confident that the hands on cutting edge research we’re talking about can be of real and lasting benefit to companies within the region,” says Oonagh. “In turn, that can help Northern Ireland to become more competitive and to compete in the global marketplace.”

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Eye on Round Table

Mediation... Making A Difference In Dispute Resolution Business Eye and The Law Society of Northern Ireland have held a Round Table Discussion at Law Society House in Belfast to discuss meditation and how it is increasingly being used to resolve a wide range of commercial disputes in Northern Ireland. The Participants thing. It applies in politics, labour disputes and in legal disputes. In short, a trained mediator helps the parties to see the issues and work towards a solution to those issues which is acceptable to them and which deals with what gave rise to the dispute or conflict in the first place.

Brian Speers, Solicitor, CMG Cunningham Dickey & Chairman of The Dispute Resolution Service (DRS)

Michael Bready, BL

RB – To kick us off, can I ask you to explain in your own words what mediation is and how it is used? ,/ – It’s the process whereby parties agree to appoint someone to consider a problem with them and try to find a solution that both parties can live with. It’s an alternative to litigation

Alva Brangam, QC

Therese Johnston, Solicitor, James T. Johnston & Co.

Rosalind Dunlop, Solicitor, Herbert Smith Freehills

Kevin Neary, Solicitor & Partner, Donnelly Neary & Donnelly, Newry

and to arbitration. It’s also a voluntary process which is non-binding, allowing the parties to identify the real issues between them.

to come to their own decision and their own settlement. It is their process and nothing is imposed upon them.

MB – The DRS facilitates the parties coming to their agreement. It’s not about the mediator giving his or her opinion. It’s about helping the parties

#4 – It is a well-recognised concept. People mediate all the time in their families, communities and sporting clubs. Conflicts do arise in many situations and mediating is a positive

RD – It’s facilitated negotiation, where a third party helps the parties reach an agreed solution. The important thing is the impartiality of the mediator. That’s not how the legal profession usually operates, of course. AB – It’s a structured, independent, managed negotiation which aims to empower parties. If parties fall into dispute, they don’t have to use the weapon of last resort, which can be time-consuming and expensive. Mediation appeals to me because lawyers do have insight into how problems can be resolved and into the psychology of dispute. Mediation is cost effective, efficient and saves resources. TJ – Mediation is all about the needs and rights of the parties concerned, and the mediator’s role is to guide the parties through to a solution. RB – Tell me more about the benefits of mediation to business clients, for example. ,/ – Litigation is a very blunt tool and, as we’ve already said, it is expensive. If you can get people together early, I think there is a great commerciality to it. Maybe the parties can even rebuild relationships and work together again. Litigation doesn’t lend itself to that.

Eye on Round Table

AB – It also allows the parties to build elements into an agreement in a way that a judge cannot do. A judge can simply adjudicate. He or she can’t build anything else in. #4 – Some people have a rose-tinted view of going to court, seeking justice and being proved right. But the court experience isn’t always like that. The mediation process can take in all sorts of views in a way that a court just can’t. So I think you can achieve a lot more through mediation than you can when bound by the constraints of litigation. AB – That’s correct the litigation process, as we all know, can be cumbersome and is never a fast process. RD – It’s important not to underestimate the human cost of lengthy litigation. It can be incredibly stressful and disheartening. Mediation is a lot less stressful by its very nature. Empowerment is the right word. MB – It’s surprising for a lawyer to hear a client say that they don’t want money or damages. Often they just want an explanation or an apology. Take the area of

medical negligence. It’s often about what happened and how it happened. Not about money. In court, it can be a simple judgement with no explanation. Victory is not what they want sometimes. AB – We haven’t mentioned an important factor and that is the neutral territory. Mediation can take place almost anywhere, but it’s always somewhere neutral. You’re not under the shadow of the court and you’re not bound by court rules and times. RB – We’ve mentioned medical negligence but what are the most common areas of dispute going to mediation here? MB – Construction and building disputes are a big area. ,/ – Yes, and most construction companies just want to get their projects completed to get off site. So they’re actively looking for effective dispute resolutions. Mediation gives them that option and allows them to get back to work. TJ – Partnership disputes come to mind. Situations, perhaps, where there has been a breakdown

in communication. Mediation allows partners to resolve issues in a much more cost effective and quicker manner than by going through the courts. #4 – There are a lot of small businesses in this jurisdiction and the law around those businesses fills metres of law library book shelves. To apply the law relating to boardroom or shareholder disputes, for example, can be very challenging and often isn’t very helpful. In an economy of small family owned businesses an approach which solves dispute and preserves relationships is essential. A mediation process can be so much more creative, and that works really well in a business environment. AB – I think there are very few situations which don’t lend themselves to mediation. Shareholder disputes, family disputes, right of way disputes, sale of goods disputes...they all fall into the mediation category. There are lots of commercial and civil disputes that are very suitable for mediation, and the DRS has made a big contribution to its continued growth. Parties like it, some government agencies

like it, increasing numbers of lawyers like it and judges are seeing it as a way forward. MB – One of the great moments in any mediation isn’t about what we disagree about, but when we agree about something. I’ve been in processes where we’ve written the issues on a board, and quickly narrowed ten down to three....for sake of argument. So progress can be made very quickly. It doesn’t happen that way in court where the parties are in the trenches. Lawyers look at the big issues but often its the much smaller issues that can unlock an agreement, and that could be missed in litigation. ,/ – A judge has to make a final decision. To put it simply, a mediated settlement can be much more imaginative. That’s why the process works the way that it does. MB – And judges agree with that. In the most private sphere, family disputes, they’d rather not interfere if the parties themselves can come to an agreement. If it needs to be turned into a court order, so be it. At least it has been formulated by the parties concerned and that’s better in the long term.

Eye on Round Table RD – Any dispute that has a relationship issue – whether it involves neighbours or married couples – has a history. So the dispute on paper might not explain the actual dispute. Mediation allows us to look back at the past from different angles and the interests underneath positions. When it comes to children, for instance, mediation can consider pets, schools and grandparents. The court process simply can’t do that. And an agreement will leave the parties in a much better position going forward because its built in those solid foundations. ,/ – Similar to that is the issue of probate. A lot of the arguments revolve around personalities. Much of what motivates litigation is personal but at least mediation can look a bit deeper and come up with solutions that the parties can live with. RB – Is the public, and the business community, getting the message about mediation? AB –Most practitioners are well aware of mediation, and younger ones will have had it as part of their training. In fact, there’s a strong argument that practitioners should be bound to offer mediation as an alternative to every client as an option. MB – And that’s the situation in the Republic where the Mediation Act is now in law and means that lawyers must mention the mediation option to each and every client.

#4 – But it’s important to mention that there is, in some cases, an in-built resistance to mediation within the legal profession. We can’t be complacent about that. The combination of judicial encouragement, cost sanctions and experience is helping to change the climate. But I think businesses here in Northern Ireland are buying into the concept. Mediation is something they are very comfortable with....more comfortable than they are with the theatre of the courtroom. ,/ – Speed is a big advantage. You can go on to the DRS website and be meeting with a mediator the following week. That’s a big advantage for businesses where time is an imperative.

MB –Mediation can be structured in different ways. If we see that a situation is very embittered, we can take it in smaller steps and work towards being in the same room. As we’ve said a few times already, mediation is a flexible process. RD – We certainly have a responsibility to ensure that they feel safe, at the very least, going into a mediation process. And that judgement also applies to when we bring the parties together in one space. #4 – Mediation, by any definition, is a process where a neutral party facilitates discussion and the resolution of disputes between other parties. Mediators listen, often for protracted periods, in both open sessions and in private rooms with one party or the other. You only get to a solutions by engaging with the parties in those ways. Until they trust you, they won’t say too much, and that can be a bit counter intuitive for lawyers. Mediation is not about the lawyers talking to each other but about involving the client in

RB – Could we hope to see a Mediation Act like they have in the Republic, by which lawyers must advise clients of the mediation option?

AB – It can be a challenge to get parties into the same room. But I always tell them that they’re going to end up in the same room one way or another, whether it’s a mediation room or a court. No one can force anyone to do it though and they dictate, to a certain extent, the ground rules.

AB – I think lawyers here do have a duty to advise clients of mediation in advance of any litigation, but it’s not a statutory duty. It’s a matter of time before a client complains that he or she hadn’t been told about mediation before going to court.

identifying the issues important to them and felling they have an active role to play in the resolution. MB – Parties have to buy into the process. The only headline that comes out is that a resolution has been found. Many disputes require a more detailed agreement, but in other cases, a settlement is all that’s required. To know that the settlement is the only news that comes out of that room is a big comfort to a lot of parties. We all sign up to confidentiality. AB – That can be important in commercial disputes. Sometimes parties don’t want to come to the courts for consultations because they didn’t want to be seen at the courts. So with mediation you can chose a private venue. Mediation isn’t trying to choose between the arguments of differing parties. It’s a much more holistic approach to a dispute.

#4 – The Republic’s legislation works well, not only in that it applies the obligation to advice, but also that it means that every lawyer must be aware of mediation and how it works. It creates a different dynamic than we have here. Away from the DRS, it’s hard to get information on mediation here. RD – I don’t think we’d go as far as to say that mediation should be compulsory. Strong encouragement and a responsibility to explore it is what’s required. MB – Mediation can’t be compulsory, but of course I would like to see a compulsory obligation on lawyers that when they meet a client to discuss litigation, mediation cannot be left off the table. RB – There are other providers of mediation. What advantages does the Dispute Resolution Service have?

Eye on Round Table RD – We want a party to come to mediation with advice on what the reasonable outcomes might be. I think that’s important. Matrimonial cases are a good example of that. A knowledge of entitlements is fairly important. RB – As a closing question, what are the challenges and opportunities for mediation going forward? How do we see the future? ,/ – We hope it will grow because we’re committed to the process. We see the benefits and we see the savings to clients. #4 – The mediation process works. The challenge is that we continue to deliver results and that parties consider mediation as a good experience, and more effective than the litigation process. The DRS is a resource for mediators who are both professional lawyers and trained mediators. That’s what sets up apart.

but what clients want is a good mediator – different from a barrister. The DRS is unique in that it is a service embracing the legal profession, and offering quality professional lawyer mediators regardless of which branch of the legal profession. And we have solicitors and barristers collaborating in the delivery of mediation.

#4 – In the broadest sense, you have community mediators, mediators in labour disputes, family mediation services and so on. When it comes to civil and commercial mediation, the Bar Council has its own service

MB – What’s important to us is that we want people to mediate and use meditation. It’s all about the process. The venue can be important or not important at all. It’s what happens that counts. As long as the mediator and the parties are there, mediation can take place in a pub, club, on the farm or wherever.

AB – That brings us back to types of cases. When it comes to breakdown of marriage, a lot of money is spent on legal representation, cutting into the cake that’s left to be divided. It’s a very practical idea to sort the issues out through mediation. MB – And that’s not anti-lawyer. Parties will still need legal advice because they won’t be getting any from the mediator. #4 – The vast majority of mediations we have done have been with parties who have legal representation. But it’s not a process where you must have a lawyer. However the process is really important – effective preparation before the mediation, an opening discussion, clear communication with the clients, building trust and examining options and risks.

RD – Everyone in this room is excited about mediation. When you have a mediation that goes well, it’s exciting and it’s satisfying. We want to see awareness of it grow, and that is happening. The courts will always be there, but as a last resort and not a first resort. AB – It’s a very effective part of the civil justice system at the moment and it is bound to grow. Clients are buying into it, judges want it to expand, and we all want to see it growing. Maintaining standard is important. There’s nothing to stop anyone claiming to be a mediator, and that makes organisations like the DRS all the more important. TJ – I think it comes back to the basics. It is confidential. And it is voluntary for all parties. So more and more people will be taking the mediation route. #4 – For a business with any kind of dispute on its hands, mediation must be an option. Confidentiality, flexibility, cost effectiveness and the fact that business can be continued are all powerful arguments in its favour.

Eye on Finance

Ten Years On... Close Brothers Goes From Strength To Strength

Ciaran McAreavey, Close Brothers Commercial Finance

Eye on Finance Ten years ago, Close Brothers Commercial Finance opened its new Belfast office just before the global banking crisis and the recession that ensued. They were very different days for the banking sector... with mainstream banks being hit hard by the crisis. But, for alternative funders, they presented an opportunity, one which Close Brothers took with both hands.

ind forward 10 years, Close has moved from those Howard Street offices to the impressive Centrepoint building. It continues to offer its core invoice finance and asset finance product sets to a range of business customers. But two thirds of its customers these days are in the Republic of Ireland. “That’s been the major focus for us over recent years,” says Ciaran McAreavey, the experienced bank executive heading up Close’s Irish operations. “We’ve built our business in the Republic steadily and we now have a well balanced north and south business models which is going really well for us. “Last year (Close has its end of year in July) was the strongest ever of the ten years that we’ve been doing business on the island,” he adds. “As we see it, business confidence here is high, particularly in the manufacturing sector and amongst exporting companies, for obvious reasons,” says Ciaran. “With the kind of finance products we’re offering, particularly on the

“With the kind of finance products we’re offering, particularly on the asset finance front, that kind of confidence and willingness to invest can only for good for us.” asset finance front, that kind of confidence and willingness to invest can only for good for us.” He also reckons that Close Brothers’ ten-year milestone stands it in good stead. “In this sector, where players have come and gone, that marks us out as having longevity,” he says. “When you’re providing an alternative to the mainstream banks, that kind of strength and endurance is important.

“The mainstream banks here in Northern Ireland downsized postcrisis, and divested themselves of what they saw as non-core activities. In some cases, that included invoice and asset finance. A few of them are coming back into the space, but we’ve the advantage of having been here the whole time.” Ciaran McAreavey also reckons that Close Brothers stands to win customers through its dedicated relationship management approach to working with its customers. “A lot of banks are going down the route of driving customers towards their digital channels. We stick with the old-fashioned way of doing things and, when it comes to doing financial deals, we reckon that’s what most customers want. “So, whether a customer comes to us wanting to fund a multi-million pound factory extension, or just one piece of machinery, we can work out the right funding deal for them. And we’ll do that by sitting down and talking to that customer.” The results seem to prove him right. Close Brothers has grown its loan book here by 90% in recent years, and has posted healthy profits. “It goes to prove that there is a very strong demand for what we’re offering,” McAreavey adds. And that offering is kept deliberately simple. Close Bothers Commercial Finance in Belfast offers invoice finance and it offers asset-based lending covering the likes of property, plant, equipment and stock. The company works with a wide range of customers in the local economy, from growing SME’s through to some of the biggest businesses around. It recently put together a major asset finance facility for Foyle Food Group, the £300 million turnover meat processing giant.

If its longevity in the local marketplace helps to give Close extra traction, it’s parentage doesn’t do any harm either. Close Brothers Commercial Finance forms part of London-based merchant bank Close Brothers. The bank’s recent annual results showed an operating profit of £278.6 million and a loan book totalling £7.3 billion, up 6% on the previous year. “It’s good to have that kind of strength behind us, but it’s important to add that we take our lending decisions locally and we don’t take to long to make them,” adds Ciaran McAreavey. Close Brothers Commercial Finance has a team of 65 in Ireland, split roughly half and half between its Belfast and Dublin offices. McAreavey, in common with a lot of other business leaders, isn’t sure what threats or opportunities Brexit will bring... to both parts of the island. But he’s sanguine about the situation and adds that Close Brothers has made preparations to cope with most possible scenarios. “We do think that we’re in a fairly good place as things stand,” he says. “We’re continuing to build our customer base throughout Ireland, and we’re very happy to be supporting local companies investing in their businesses, and investing by using flexible, alternative finance options. “Why come to us? Because we provide fast decisions, flexible funding and straightforward access to increased working capital for companies of all sizes.”

www.closecommercialfinance.ie

Eye on Attractions

Lydia McClelland

& A New Future For W5

Eye on Attractions Lydia McClelland has spent the summer months settling into her new role as Head of W5, the award winning science and discovery centre that forms an integral part of the offering around the SSE Arena in Belfast.

nd the fact that the centre has been busier than ever this summer has helped her to realise just how important W5 is as a resource for Belfast and Northern Ireland and as one of our leading attractions for both locals and visitors alike. Lydia has come to the hot seat at W5 after a career which has seen her work in the third sector, in the performing arts and in higher education. She started her career as Business Development Manager at Castlereagh Enterprises, moving from there to become Head of Marketing & Development at the Ulster Orchestra before going on to spend a number of years as Head of Student Marketing at Ulster University. Her new role will see her focus on the commercial development of W5. “Without putting too

on a multi-million pound transformation of the W5 complex. £3 million of funding has been awarded through the Inspiring Science Fund, a partnership between the Department for Business, Energy and Industrial Strategy (BEIS) and The Wellcome Foundation with a further £1.5 million provided by the Odyssey Trust. “It is a case of constant investment,” Lydia explains. “We have to keep W5 current and we have to make sure it attracts visitors and continues to attract them. So we can’t sit back and just wait for people to come through the doors. The future W5 will have additional Key Stage 3 and Key Stage 4 content for older children, and we have a job to do in repositioning ourselves that we’re not just for primary school children.

“We also need to look at our pricing strategies and at how we can foster longer-term relationships with the families, schools and others who visit W5.” W5 first opened its doors back in March of 2001, so it’s been attracting visitors for more than 17 years now. Or, to put that into perspective, some of its early young visitors are now well into their 20’s. It’s also managed to become a lot more than a rainy day attraction for children and families. Another aspect to Lydia McClelland’s job is to promote the centre’s unique business event spaces.

“For older kids, and adults for that matter, a brand new Virtual Reality Zone opened in late August.”

fine a point on it, my main job is to make W5 commercially sustainable,” says Lydia. “We are a charity, we’re a not for profit organisation, but we still have to be sustainable.” W5’s stated aim is to be an interactive science and discovery centre for families and children of all ages, but inextricably linked to the STEM education agenda and its promotion in Northern Ireland. Seventeen years after its opening, parent organisation The Odyssey Trust is delivering

“Another area of emphasis for us going forward is to develop partnerships in the business community and beyond,” she adds. Almac is one enthusiastic partner The pharmaceutical giant is contributing £1 million over 10 years to create Med-Lab, a dynamic new family learning zone dedicated to healt and wellbeing, due to open in mid-December. Med-Lab’s new 4,000 sq.ft exhibition area explores the physical, genetic and medical aspects of the human body.

The Point Boardroom, with unrivalled views towards Titanic Belfast and the port, continues to be popular with business users. As does the Centre’s Lecture Theatre, one of very few facilities of its kind in Belfast. Visitor numbers continue to hold up extremely well. In the last recorded year, 285,000 people came through the doors at W5, and the centre’s new Head says that that’s on target and well up to expectations. But, to keep the turnstiles clicking over, constant improvement has to continue.

Those who haven’t been there in a while will notice a brand new, and much more spacious, entrance and exit area including a brand new gift shop with a Lego-zone. The first floor coffee shop/ refreshment area now has panoramic windows looking out over the marina and Titanic Belfast, while new play facilities include the ultra-popular Climbit three storey climbing experience and SpaceBase interactive soft play zone. For older kids, and adults for that matter, a brand new Virtual Reality Zone opened in late August. “The STEM agenda is at the hear of everything we do,” says Lydia. “I personally prefer to add a letter and call it the STEAM agenda. The ‘a’ stands for art and creativity, and I think that’s an important addition.” Odyssey Pavilion is to undertake a £10 million refurbishment programme over the following year with new restaurants and leisure facilities positioning the scheme as an exciting family focused key destination for Northern Ireland. W5 is an integral part of The Odyssey Trust alongside the SSE Arena Belfast, home of the Stena Line Belfast Giants. “We’re looking forward to being a part of a future that includes the SSE Arena and a redeveloped Odyssey Pavilion,” adds Lydia McClelland. “In the meantime, though, our focus is clear cut. We will continue to develop W5 and to make sure that it continues to attract a wide range of visitors.”

Eye on Health

Please don’t pass the peanuts:

Businesses across Northern Ireland are urged to keep food allergic customers safe Allergen management is not only vital, but also a legal requirement for local food businesses. However, for allergen management to work well, it should be integrated into the overall food safety management system. The consequences of ignoring it could make a customer seriously ill – or worse – and research shows that young people in particular face big challenges when living with a food allergy. 60

s concerns over public health related to food allergies continue to grow, with as many as 20% of the population experiencing some reaction to foods, the food industry has stepped up its efforts to maintain the management of food allergens. Research shows that 70% of food allergic and intolerant consumers feel more confident in asking staff for allergen information; while 56% of food allergic and intolerant consumers value staff more as a source of information. With this information in mind,

it is becoming increasingly important to ensure that local businesses – and all members of staff – are allergen savvy. Legislation introduced at the end of 2014 which requires the declaration of 14 of the most potent and prevalent allergens, when used as an ingredient in the food that is on offer, has heightened visibility of allergen ingredient information for consumers. The number of allergy incidents and deaths – especially among young people – is evidence that more must be done to help local businesses come to grips with food allergy.

Eye on Health

Louise Connolly, Senior Policy Officer, FSA in Northern Ireland

“A proportion of the food industry locally is struggling to get to grips on how best to manage allergens when producing food.”

“Allergen management is a relatively new concept compared to controls put into place to prevent food poisoning. Because of this, a proportion of the food industry locally is struggling to get to grips on how best to manage allergens when producing food,” said Louise Connolly, Senior Policy Officer, FSA in Northern Ireland. “In a food safety management system, microbes can be dealt with by the 4 Cs – cleaning,

cooking, cross-contamination and chilling. However, allergens are not made safe by the controls of heating or cooling, so you need to regularly review the ingredients you use to produce the foods you supply and identify which contain allergens, manage cross-contact and prevent other ingredients becoming contaminated with allergens.” The control of allergens by food businesses can be managed through time and or spatial separation. For example, prepping a simple tomato sauce before the creamy tomato sauce is made. Allergens can be found within food ingredients-perhaps “knowing where and how foods are handled/prepared within a food business helps to identify where the risks are and manage them effectively”. “Not managing your allergens doesn’t mean you can get away

with placing a ‘may contain’ warning on all the food you provide”, warns Louise Connolly. “The risk needs to be managed, and not having allergen controls in place may run the risk of other food safety issues arising. A ‘may contain’ warning should reflect that the critical controls, in the food safety management system, were unable to be reduced in order to remove the risk of contamination and an assessment on the likelihood of harm shows a significant risk to the consumer”. “Where a ‘may contain’ warning is used (or not used), the consumer should have the confidence to know that the business has allergen controls in place, has managed crosscontamination effectively and the information on the label gives them a description which reflects the true nature of the product”.

Young People Especially are at Risk In partnership with Allergy UK (AUK) and Anaphylaxis Campaign (AC), the Food Standards Agency (FSA) has recently found that the 1,949 young people (16 to 24-year olds) surveyed, 5% of the respondents were from Northern Ireland. Of this 5%, 15% of this cohort, suffering from food allergies or intolerances, are too embarrassed or not confident enough to ask staff for allergen information, with 7% even keeping their condition hidden, risking allergic reactions or even fatal consequences. This research exposes significant risk among young consumers. FSA, AUK and AC have recently launched Easy To Ask, a campaign designed to remind food establishments to be up front about the provision of accurate allergen information, and customers to be vocal

Eye on Health

about their requirement of the information and of their food allergies, following the simple mnemonic, ASK – Always ask about allergies; Speak up; Keep safe. 44% of young people surveyed from NI reported that they never contact the restaurant to check if they can provide allergen information or prepare a meal safe for their needs. We would encourage all food businesses to adopt a proactive and positive attitude to allergen management, otherwise they could face enforcement action by their local council and may lose existing and potential new customers. There’s good news, however, for businesses who get allergen management right. 56% of young people from NI surveyed say that they often visit the same food outlet if they’ve eaten safely there before, proving that good allergen information is good for business. “Allergen management benefits all consumers living with a food allergy, however our young people especially must be protected from

the risk associated with a food allergy”, said Louise Connolly. “While this research has certainly exposed some frightening statistics around consumers aged 16 to 24 years, it also has identified areas of opportunity for driving customer growth for local restaurants, cafes, and takeaways who make the effort to become allergen aware”. Businesses operating within the hospitality sector across Northern Ireland are encouraged to take advantage of free resources developed by FSA to help staff understand and apply allergen requirements, or speak to your Food Safety officer in your area.

How can local businesses help? FSA have outlined below a few suggestions to help businesses when providing a meal for a customer with a food allergy or intolerance. 1. Ask yourself if customers find it ‘easy to ask’ for allergen or

dietary information. Consider asking your staff to check when taking orders or reservations. Have a process in place to ensure you can provide a safe meal for someone with an allergy or intolerance to a food? t *G BMMFSHFO JOGPSNBUJPO is requested, provide this in an accessible and upfront manner t &OTVSF ZPV IBWF BDDVSBUF recipes for each dish that you serve, so there is a clear list of the ingredients used in meals t -BCFM UBLFBXBZ NFBMT DMFBSMZ so customers know which dish is which and what is suitable for those with an allergy Ensure you and your team have received suitable allergen training to manage allergens appropriately within the business and that everyone working at the business is clear on the process. Collate all your allergen information for the meals you provide in your business, and review what prompts are in place to update this information Know what your critical control points are within the kitchen and in the storage of ingredients to prevent allergen cross contamination Explore what can be done to remove/reduce risk of allergen cross contamination? (If nothing can be done, be honest and communicate this risk to customers)

What is a food allergy and food intolerance? Food allergies happen when the immune system – the body’s defence against infection – mistakenly treats proteins found in food as a threat. These proteins are known as allergens. As a result, a number of chemicals are released by our bodies. These chemicals cause the symptoms of an allergic reaction. Food intolerance does not involve the immune system and a reaction can occur within hours of contact with the food. Symptoms can include eczema, bloating, diarrhoea, and weight loss, and can remain with the individual for hours or days. Almost any food can cause an allergic reaction but there are certain foods that are responsible for most food allergies. The 14 allergens are on the regulatory list because they have been identified as the most common in the UK and the rest of the EU. An estimated 21 million adults in the UK suffer from at least one allergy (including allergy to pollen, animals, medicines), and around 10 million adults suffer from more than one. (Mintel, 2010). Out of those numbers, around 1-2% of adults have a food allergy. 5-8 % of children have a proven food allergy (National Institute for Health and Clinical Excellence, 2011) with up to 1 in 55 children having a peanut allergy. An estimated 1 in 100 people have coeliac disease (an autoimmune response to gluten proteins found in a number of cereals). UK hospital admissions for children with food allergies have increased by 700% since 1990 (Gupta, 2007)

Eye on Hospitality

Ulster Rugby Match Day Hospitality Packages Kingspan Stadium is one of club rugby’s finest venues and at Ulster Rugby we believe passionately in providing an unforgettable match day experience to rival the unmissable action on the pitch.

ith limited hospitality available for the remainder of the season, don’t miss your chance to enjoy an unforgettable match day experience at Kingspan Stadium. Whether it’s an opportunity to entertain clients, a special one-off occasion, or a chance to relax with family and friends, our Match Day Hospitality Packages offer a range of flexible offerings for groups of all sizes to ensure you have an unforgettable day.

Premium Lounge Dining Located in the A&L Goodbody Premium Lounge, one of the finest areas of the stadium, our hospitality tables offer an unforgettable three course fine dining experience. You will then watch the game from seats in the Premium Stand elevated above the East Terrace, offering some of the best views in the stadium where you will no doubt hear every collision as it happens. An unforgettable day out with family, friends, colleagues or clients.

Insights Hospitality Located in the Ulster Rugby Players Lounge in the Abbey Insurance Family Stand, The Insights Hospitality event will feature a match preview by Niall Malone, Ulster’s lead Video Analyst, plus a pre-match Q&A with three Ulster Rugby players, followed by a three course fine dining experience and complimentary drinks. For those fans looking for unrivalled behind the scenes access coupled with excellent hospitality, this is one not to be missed. Included in the package:

Executive Boxes Professional staff and exquisite views of the action make this the perfect vantage point to privately entertain clients, colleagues or friends in one of our Executive Boxes. You and your guests will overlook the stunning Kingspan Stadium pitch and watch the action directly from luxury balcony seats. We have 20 Corporate Boxes which are situated on the upper level of the Premium Stand. All boxes are glass fronted, have a private bar, balcony and dining facilities making them the perfect venue for private groups or for corporate entertaining.

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t 5ISFF DPVSTF TJU EPXO NFOV served pre-match (prepared

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by The Yellow Door); t 0GGJDJBM NBUDI EBZ QSPHSBNNFT t 3FTFSWFE TFBUJOH JO UIF Premium Stand; t 5FB BOE DPGGFF TFSWFE at half time.

served pre-match; t 3FTFSWFE TFBUJOH JO UIF (SBOETUBOE t 0GGJDJBM NBUDI EBZ QSPHSBNNF for each guest; t "DDFTT UP UIF " - (PPECPEZ Premium Lounge post match.

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Included in the package:

PRICES START AT £1,500 + VAT

PRICE: £170 + VAT PER PERSON

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PRICES START AT £1,750 + VAT

Heritage Hospitality Package A truly unique and memorable setting to host informal hospitality for up to 80 guests. The Nevin Spence Centre is a unique cultural museum that tells the story of the growth and development of rugby in Ulster and Ireland through a variety of interactive games and innovative displays. Enjoy a self-guided tour around the centre, before benefiting from a bespoke food and drinks package tailored to your individual needs, provided by local caterers Yellow Door, and finish your evening with seated tickets in the Memorial Stand from where you can catch the best of Ulster Rugby’s on field action. Prices vary depending on the number of guests and the required level of hospitality.

For more information or to make a booking please contact Neil Hanna via email neil.hanna@ulsterrugby.com or telephone 028 9049 3222.

Eye on Golf

Golf: still a truly par-ful business tool

Barry McCauley, Sales Executive at Lough Erne Resort has been playing golf from the age of 21, first taking up the sport in his Queen’s University days at Malone GC. Here he explains why the golf course is still the perfect place for building and nurturing business relationships.

t has long been said: “it’s not what you know, but who you know,” and simply put, a golf course is a great place to get to know someone. Here are my top six tips why golf is a truly par-ful business networking tool:

1 Time to talk Where else can you spend four hours in an informal setting with your boss or valued customers? There is simply no other sport with the amount of quiet time between shots that allows for wide-ranging conversations and mutual interests to be discovered. Relationships created on the golf course can open the lines of communication and lead to new clients or business partnerships.

2 Getting to know you Golf allows you to get to know your playing partners’ personalities outside of a work environment and also allows your opponents to learn about you. Do they play by the rules and control their emotions? Or do they fudge and blow a fuse? Situations created on the golf

course will reveal how you respond to success and failure, perform under pressure, and if you abide by the rules and ethics of the game.

manager can still play competitively with and against his 30-year-old software engineer. That’s one way of bringing the staff together. 5 Equal playing field

3 Networking Golf’s common language makes it the ideal ice breaker. If you are on the road a lot meeting new clients, golf is a great way to open doors. Whether they are friendships or business relationships, the common thread is golf. Just having that shared interest alone can propel the relationship to the next level or even help you climb the corporate ladder. Best of all, the friendships built around golf tend to last a lifetime so as people move around new opportunities will open up for you.

4 Game for Life Golf is age-friendly and because of the handicap system people of differing abilities can still play together on the same stage. The game cuts across all backgrounds, ages and gender to provide a relaxing environment where people can have fun. That means the 60-year-old

Golf is gender neutral and facilitates men and women competing together or against one another. It therefore provides a great opportunity for everyone in the team to network in an environment away from the office, without creating gender boundaries.

6 The 19th The clubhouse bar offers the perfect setting to cement that enhanced relationship over a drink and a bite of food where you have time to exchange contact details, set up future meetings and or plan to meet again on the course soon. Business golf can present infinite opportunities. It can open doors and create relationships that can last a lifetime. Regardless of age, gender, or skill level, golf can truly pave the road to success if you learn how to make the most of your time on the course.

Lough Erne Resort is one of Northern Ireland’s leading 5-star resort and boasts two superb golf courses. The Faldo Championship Course, designed by six-time major winner, Sir Nick Faldo has five sets of tee boxes per hole so it can be enjoyed by golfers at every level. With outstanding views – water can be seen from 14 holes – each hole is different and a talking point in its own right. The Castle Hume Golf Course has hosted the Ulster PGA Championships for more than ten years and is a popular choice with Groups or Societies due it its stunning views, manicured fairways and well contoured greens. Both have been acknowledged as amongst the best Parkland courses in Ireland.

Log on to www.lougherneresort.com for more information.

EXPERIENCE THE NEW CROWNE PLAZA BEDROOMS Larger beds with pocket sprung matress

Luxurious bathrooms with rainforest shower

Rooms styled with designer furnishings & fittings

Crowne Plaza Belfast has completed a significant upgrade and extension of the property’s guest bedroom accommodation. Now boasting luxurious bedrooms, Crowne Plaza Belfast has been tansformed into one of Northern Ireland’s leading hotels.

To book, call (0)48 9092 3500 or email reservations@cpbelfast.com www.cpbelfast.com

BELFAST

Passion for what we do. Eye Moving On

www.graftonrecruitment.com

Business Eye Banner Ad.indd 1

03/10/2018 17:09:45 1 Alan Gourley has been appointed Tax Director and Head of Private Client Tax at Grant Thornton. Alan is a previous Head of the Private Client Tax team for PwC in Northern Ireland. Also at Grant 2 Thornton, Lee Squires has been appointed Director of Indirect Tax. He was Head of the UK VAT and Indirect Tax practice at an international law firm before joining Grant Thornton. And 3 Anne Phillipson has been appointed Director in the new People and Change Consulting practice at the firm. Anne was most recently Programme Director at the William J Clinton Leadership Institute, Queen’s University, Belfast.

1 Alan Gourley

4 Adeline Lindberg

2 Lee Squires

5 Rachel Steenson

3 Anne Phillipson

6 Emma Murray

4 Adeline Lindberg has been appointed as Assistant Manager at Exchange Accountants. As Assistant Manager Adeline will be responsible for corporate accounts work, managing a portfolio of sole trader and partnership clients and mentoring trainee accountants for the business. 5 Esri Ireland, the market leader in Geographic Information Systems (GIS), has announced the appointment of Rachel Steenson as Market Engagement Manager for Northern Ireland. Rachel joined Esri Ireland in 2016 as Customer Success Manager, project managing several major GIS installations. Previous to her appointment at Esri Ireland, Rachel worked in Ordnance Survey Northern Ireland (OSNI) since 2004. 6 ASG & Partners has appointed Emma Murray to the position of Deputy Chief Executive. Emma, who leads the recruitment marketing division, has been with the company for eight years and was appointed to the company’s board in 2016. The move will see Emma, who has over 20 years’ experience, work closely with the agency’s Executive Chairman, Colin Anderson, OBE, and Chief Executive, Valerie Ludlow in leading the firm, including developing employer brand marketing campaigns for the wide range of ASG clients in the public and private sectors. PR agency RNN Communications has announced 7 three key appointments. Jill McLernon has been promoted to Communications & Events Consultant having been with the 8 company since 2016. Jolene Kelly becomes Communications & Social Media Consultant 9 while Dearbhla Sloan takes on the role of Communications & Evaluation Specialist at RNN.

7 Jill McLernon

10 Laura Stefan

8 Jolene Kelly

11 Hugh McPoland

9 Dearbhla Sloan

12 Mairead Regan

10 Laura Stefan has been appointed Ireland Operations and Development Manager at Mount Charles. She will be responsible for managing contracts across the company’s catering, cleaning and general facilities management portfolio in the Republic of Ireland. With 20 years’ experience in the Facilities Sector, Laura has managed contracts in high profile environments including hospitals, banks and utilities companies. 11 Hugh McPoland joins Clarendon Executive as Associate Consultant. Previously Director of HR at BSO, Hugh has a considerable track record in organisational change along with considerable knowledge and experience in assessing the leadership credentials of directors across the public sector. Joining him in the same role is 12 Mairead Regan. Previously Group HR Director at UTV Media plc, Mairéad has more than 25 years experience in HR at a senior level. In her new role Mairéad will support both posthire Executive Development and Senior Executive performance and progression.

Passion for what we do. Eye Moving On

www.graftonrecruitment.com

Business Eye Banner Ad.indd 1

03/10/2018 17:09:45 Fujitsu, one of Northern Ireland’s largest technology employers that supplies ICT solutions to the public and private sector, has announced the appointment 13 of David Clements to Client Managing Director, NI. David has over 30 years’ experience in the IT industry has held previous roles in industry and IT, returning to Fujitsu in 2003. In particular he has been involved in several major projects that have contributed to increases in the efficiency and effectiveness of public sector services.

13 David Clements

14 Darren McDowell

15 Angela Craigan

16 Mark Coleman

17 Vincent Bradley

18 Jane Fyffe

19 David McAteer

20 Olivia Crowshaw

21 Steven Carson

Harbinson Mulholland have made a number of 14 appointments. Darren McDowell became Senior Partner in Harbinson Mulholland in July. He has been with the firm for 19 years and is a Fellow of the Institute of Chartered Accountants in Ireland. Darren is a past Chairman of Chartered Accountants Ulster Society and is the current Chairman of the NI 15 Family Business Forum. Angela Craigan has been appointed a Partner with Harbinson Mulholland after 17 years with the firm.Angela is a Fellow Member of Chartered Accountants Ireland and sits on the Training and Education Committee of the Ulster Society of Chartered Accountants Ireland. Angela also sits on the board of Action Mental Health and 16 New Life Counselling. Mark Coleman, who has been with Harbinson Mulholland for 18 years was recently promoted to Director of Taxation. He is a Fellow of the Institute of Chartered Accountants in Ireland and a member of the Chartered Institute of Taxation. Mark has a breadth of experience navigating complex tax issues for personnel and 17 corporate clients. Vincent Bradley is promoted to Director of Forensic Services. A Fellow of Chartered Accountants Ireland, Vincent’s key expertise is in the field of complex commercial and criminal cases. He is a trained expert witness having received 18 training from Bond Solon. Jane Fyffe has recently been promoted to Assistant Manager in the Audit and Advisory Team at Harbinson Mulholland. Jane joined the firm in 2013 as a Graduate Trainee Accountant after completing an undergraduate Master’s degree in Structural Engineering with Architecture. Jane works with a wide variety of clients including charities, property development companies, manufacturers and consultancy 19 businesses. David McAteer joined Harbinson Mulholland in 2013 and in 2017 qualified as a Chartered Accountant with the Institute of Chartered Accountants in Ireland. He was recently promoted to Assistant Manager in recognition of the range of experience he has acquired in audit, accounts and management reporting for both commercial 20 and charitable organisations. Olivia Crowshaw recently joined Harbinson Mulholland as an Assistant Manager. She is a Chartered Accountant since 2015 and a member of the Institute of Chartered Accountants, England and Wales. Olivia has a breadth of accounting and audit experience working with a large number of clients across a range of industries. 21 Finally, Steven Carson has been promoted to the position of Manager in the Harbinson Mulholland Tax Team. On completion of his Chartered Institute of Taxation exams in 2018 Steven earned two prizes; one for the highest mark in the awareness paper in the UK and the second as the highest scoring Northern Ireland candidate in that years exams

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WHERE CAN YOU GO WHEN YOUR BANK SAYS NO?

Will your bank exit along with Brexit? With the UKâ&#x20AC;&#x2122;s exit from the European Union comes uncertainty in lending for businesses. What are the chances of your bank amending your lending (downward) as we approach Brexit? At Upstream, we are committed to supporting local businesses, bringing certainty in an uncertain world. Talk to us about your growth plans and funding needs for today and well into the future. Upstream. Never Mainstream.

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Eye on Hospitality

Growth Spurt – Challenges & Opportunities explored at Hospitality Exchange By Janice Gault, Northern Ireland Hotels Federation (NIHF) CEO

ospitality Exchange 2018 will highlight the importance of the hotel and wider hospitality sector for the Northern Ireland economy. Hotel numbers have grown significantly over the last year breaking the 9,000-bedroom barrier in June. In a skyline dominated by cranes, Belfast has been the location for most of this expansion with room numbers growing by 25% over an eighteen-month period. The NIHF produced a major research report last year and an updated version will be launched at the Business Breakfast at Hospitality Exchange 2018. The new version,

presented by economist Andrew Webb, outlines the impact of growth and examines the economic effects of the construction phase, as well as job creation in the hotel sector. A burgeoning market creates both challenges and opportunities. It is important that the industry is aware of the effects a major influx of rooms can have. The NIHF has been working with leading benchmarking company STR to produce a performance forecast, available to buy in 2018 and on a quarterly basis throughout 2019. The report will have a fully-fledged analysis of the Belfast hotel market and a high-level summary covering

Derry-Londonderry and the rest of Northern Ireland. This in-depth piece of work will track the impact of new product, and assess the effect on occupancy and rate. The information will give an invaluable insight to hoteliers and the wider industry. It is a unique opportunity to hear first-hand about forecasted market performance in the coming months and a chance to assess your business performance to see if you are meeting key performance indicators. Other hot topics on the industry radar include people and the shortage of skilled labour. This situation has been exacerbated by a reduction in the number of EU workers taking up roles within the UK. It will be the central theme of Economist and Director of the Ulster University Economic Policy Centre, Gareth Hetherington’s presentation and discussed by an industry panel during the ‘Tourism Matters’ conference session. Food is of increasing importance to the visitor. This topic is firmly on the menu at this year’s event with insights from culinary legend, Marco Pierre White, demos by Roux Scholar Harry Guy and Shauna Froydenlund, a native of Derry who is joint Chef Patron with her husband Mark at Marcus Wareing’s eponymous restaurant, Marcus. Shauna

will also represent Northern Ireland in this year’s Great British Menu. The digital age and the importance of a destination’s reputation will be discussed by key influencers from TripAdvisor and Lonely Planet. They will be joined by Food Critic, Giles Coren, who will join talk of his travels, tourism trends and what makes an amazing hotel! Tourism south of the border has grown by record levels with considerable government support in terms of a reduced VAT rate and zero level Air Passenger Duty. Brendan Griffin TD, Minister of State for Tourism will speak about the sector’s performance, the support it receives and share his thoughts on what the future holds. A packed conference programme will conclude with an elegant Masquerade Ball inspired by legendary carnivals of Venice. It’s a great opportunity to celebrate with industry colleagues and friends!

Hospitality Exchange 2018 takes place on the 16th and 17th October at the Crowne Plaza Hotel, Belfast. Details are available online at hospitalityexchange.org.uk

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Eye on Technology

Henderson has the EDGE for Global Innovation Henderson Technology was created, to bring our customers the most cuttingedge solutions, at the right time, and bringing the right value to the business.

Overview – what Henderson Technology looks after on a daily basis?

Henderson Technology is an innovative company that sits within the Henderson Group and is creating global innovations when it comes to retail technology. Here, Darren Nickels, Head of Henderson Technology gives us an overview of the business, and how they’re breaking into international markets with their unique solutions. How important is technology to SPAR/EUROSPAR stores in NI? As with all business today, technology plays a vital role in the day-to-day running of every convenience store, petrol forecourt, and supermarket in the country. Our retailers work in one of the most competitive and fastmoving sectors of the economy, and so it is vital that they have technology solutions that both meet their needs today to be able to run their business smoothly and efficiently, but that are also constantly evolving so as they can stay ahead of the competition. Technology can be a true differentiator if it addresses a need for our customer and a want for our shopper. Thankfully our customers and retailers know this and are keen to invest in innovative technology to help drive their business – this is really why

At Henderson Technology we develop the EDGEPoS Point of Sale system for convenience and forecourt stores. Within Northern Ireland, this is exclusively used by customers of the Henderson Group, and has been developed to specifically meet the needs of these stores, both today and into the future. It is in use in all of our company owned stores run by our sister company Henderson Retail, and because of this we are proud to say that we are the only company developing Point of Sale systems that actually uses their own software in their own stores – so we understand what it has to do, and how it has to do it. It also means that we are fully committed to the ongoing development of EDGEPoS, so all our customers have a system that will grow with their business. We employ over 50 people, in all areas of technology, from development and R & D, support and maintenance through to sales, training and installation services. It’s a busy environment, and one which gives us new challenges every day.

How has Henderson Technology developed and changed over recent years? One of the biggest evolutions at the company has been when we realised that the product that we have developed for the Henderson Group stores at home, had so many benefits and applications further afield and across the world. We are working with a very strong partner in Australia – Companion Software – and now have over 90 stores there running our system. In Great Britain, we have also started working with partners and we’re rolling out the software to customers in England, Scotland and Wales. Every country we enter has so many similarities for us to share our experience, but also gives us opportunities to develop the product even further in ways we may not have thought of. As our team travels the globe, we

get a unique insight into all aspects of retail and it really does help us push forwards. We are very proud to have been chosen by SPAR International as their preferred Point of Sale solution, and this year for EDGEPoS to have been named as UK Retailing Technology of the Year, at the National Technology Awards in London.

What are the key areas of focus? Efficiency is a main focus, as it is for a lot of businesses. How can we develop our systems to help our customers reduce costs and provide better service to their customers? It was a discussion like this 18 months ago, which led us to develop our own self-checkout solution for our customers. We wanted a low-cost, reliable way of giving our customers all the benefits that self-service technologies bring to the major multiple retailers, but not at the same cost that those stores pay for it. So, we developed it in-house, and are in the process of rolling it out to all the pre-order stores. Another focus is mobility, again not something that is unique to us, but we need to develop unique ways to embrace it in our stores to ensure it brings value to our customers. We are trialling mobile apps for payment, loyalty and hot food ordering, and are soon to look at our first trial of click and collect and scan-pay-go technology to make the shopping journey as frictionless as possible for our shoppers.

How does technology help keep your stores ahead of the curve in the industry? When you combine all the areas we have discussed – a solution developed by us as retailers for use by other retailers, a product which is continually evolving and being invested in, a system that is picking up the best international developments and trends, and a company that is backing up the product with one of the best teams of IT professionals in the business – you can see that our stores have the tools to hand to help drive forwards against the competition. Giving our retailers the tools and technologies that our shoppers expect and indeed that exceed those shopper expectations is what keeps our stores here and around the globe ahead of the curve – and the competition.

Cybercrime threat? Security? This is an area that requires constant focus and review. The threats are constantly evolving and so our response must evolve with them – and that gives us all challenges. Much as we enhance the system and create new barriers against threats, one of the biggest challenges is user training and awareness. Every system is only as secure as the last person that used it, so to that end we employ a fully dedicated training team at Henderson Technology, who not only train on our EDGEPoS software, but also all other aspects of IT in our customers stores as needed. We also distribute monthly awareness packs about the latest threats to try and make sure our stores are prepared and that they know what to look for in email messages, what to look out for around the hardware at till areas, and how to secure their system at all times. We also need to ensure that we have the right response systems in place, so that if there ever was an issue, we are able to isolate it and deal with it immediately. We have designed our systems not to hold sensitive personal data – security by design as the latest GDPR regulations put it – but we also have to be aware of threats that may cause an interruption to our business and the business of our customers. Again, having a dedicated team looking at business continuity, we can ensure we are prepared as best as we can be, and that our procedures and processes are in place to help our customers when they need us.

Future plans & objectives? Keep evolving, and keep growing, but at all times keeping our contact with our customers. We pride ourselves on the strong relationships we have with our retailers, and this is the foundation that the business is built upon. When our customers trust us to help their business, and work with us to develop new solutions – that’s when we have real success for both the team at Henderson Technology and them. We are expanding every week both geographically and technically, and it’s an exciting place to be!

Eye on Retail

Lidl Selects 11 Brand New Northern Ireland Suppliers to Hit Shelves This September Hailing from every county in Northern Ireland and producing a range of locally made artisan products, 11 suppliers in Northern Ireland have been selected to take part in Lidl’s Kick Start Supplier Development Programme.

he chosen suppliers will see their products go on sale in all 195 Lidl stores throughout Ireland and Northern Ireland from September 17th for a limited period while stocks last. Earlier this year Lidl called on small and medium-sized Northern Ireland suppliers to enter the Kick Start Supplier Development Programme which is designed to help small and medium suppliers in Northern Ireland to grow their brand and build their supply network. Beating off competition from over 200 entrants, a total of 20 new and exciting products from Northern Ireland have been selected. The range is vast and includes products like; bacon jam from Enniskillen, Rhuberry gin from Saintfield, chilli beef craft peanuts from Newtownards, hot chocolate from East Belfast, premium pesto from Ballymena, pulled pork from Newry and many more. One of this year’s successful entrants is Belfast based supplier, Refuge Hot Chocolate, who will see their delicious hot chocolate (£3.49) go on sale in all Lidl stores across Ireland and Northern Ireland. Founder, Tara Mullan, was inspired to create her artisan chocolate product after sampling a similarly delicious product while skiing in Andora. Refuge Hot Chocolate was established as a social enterprise to help support survivors of human trafficking. Speaking about the importance of the Kick Start opportunity Tara said; “For our product to be recognised by one of Europe’s leading retailers is an incredible endorsement.

“For our product to be recognised by one of Europe’s leading retailers is an incredible endorsement. Having our products on Lidl shelves this month will bring a whole new level of exposure to Refuge, taking us from a regional to a national level.” Tara Mullan, Founder, Refuge Hot Chocolate

Having our products on Lidl shelves this month will bring a whole new level of exposure to Refuge, taking us from a regional to a national level. We are delighted to be able to reach more customers than ever before. “Refuge is so much more than our product. We aim to use ethically sourced eco products while raising awareness of important issues through our support of the antitrafficking charity, Flourish.” Another of this year’s chosen suppliers is Noisy Snacks, founded by ‘Noisy’ Noel Allen. Noisy Snacks owner Noel struggled to find a beer pairing snack which didn’t give drinks a peculiar taste, and in the end decided to launch his own. After significant research and development Noel held a sampling

night where his unique style of shaking together the seasoning and nuts in a tub, grabbed the attention of the samplers and from that moment on making NOISE was what the product was all about. 4 of his Noisy Nuts products – pickled onion, chilli & lime, chilli beef and bacon jalapeno will go on sale in Lidl stores for £2.99 each. Speaking ahead of the Kick Start in-store promotion Noel said; “We were blown away to be selected as one of the suppliers for the Lidl Kick Start promotion. Up until now we’ve been selling Noisy Nuts locally and online, but this means now our product will be in over 190 Lidl stores across Ireland and there will be even more happy customers enjoying our snacks and making NOISE.”

As well as the limited edition in-store promotion, Kick Start also provided the ambitious companies with free business development seminars delivered by a panel of Lidl and wider industry experts, covering key disciplines such as quality control, packaging, communications and brand building. ‘Kick Start’ represents an investment of almost £180,000 by Lidl and the newly selected range will complement Lidl’s existing portfolio of quality Irish products. Liam Casey, Commercial Director at Lidl Ireland & Northern Ireland commented: “This is Kick Start’s Northern Ireland debut, and as a committed local sourcing champion with ambitions to grow our current Northern Ireland supplier base, we were very encouraged by the vision, skill and commitment of the producers who applied. A total 86 products have been selected from across the island and more than a quarter were from Northern Ireland which is fantastic to see. “We look forward to stocking their products across all our stores this month and encourage customers to go along to their local store to find out more and try something new.”

Celebrating life, every day, everywhere

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Eye on Events

NI Food And Drink Industry Tourism NI awards Dobbins Inn Hotel three star grading Well Placed For Growth

orthern Ireland’s food and drink industry is perfectly placed to tap into the growing consumer demand for quality, provenance and taste, a trend which is being driven by younger people who are more health conscious and less driven by cost and convenience. That was one of the key messages delivered at Deloitte’s 7th Annual Food and Drink Dinner at Hillsborough Castle, which was attended by more than 70 representatives from leading

local food and drink companies. Speakers at the dinner included Michael Bell, chief executive of the NI Food and Drink Association, Clive Black from Shore Capital, who is also chair of the Institute for Global Food Safety at Queen’s University Belfast and Caspar Berry, former professional poker player and risk expert. Pictured (L-R) at Hillsborough Castle are Caspar Berry, Deloitte Partner Glenn Roberts; Clive Black and Brendan Jennings, CEO Deloitte Ireland.

he Dobbins Inn Hotel, located in the heart of Carrickfergus has been awarded a three star grading by Tourism NI under its Accommodation Grading Scheme. Kirsty Fallis, Manager of the hotel, is pictured receiving the award from Cathy McCormick of Tourism NI. Commenting on the award of a three star grading, Kirsty, daughter of Maureen and Derek Fallis who have owned the hotel since 1978 commented “The Dobbins Inn Hotel is steeped in history and folklore and our family are particularly proud to be a part of that.” First built in the early 13th Century by the Norman Knight Reginald D’Aubin,

historic renovations began in February of this year to investigate how much of a 14th century remains behind the now modern exterior of the hotel. Cathy McCormick, Quality & Standards Schemes Coordinator at Tourism NI commented “Dobbins Inn Hotel is central to the tourism offering in Carrickfergus and is perfectly situated along the Causeway Coastal Route. “I commend Kirsty and the Fallis family for investing so much time and effort in continuing to deliver high standards for the visitor and wish them well with their ongoing refurbishment programme at the hotel”

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

Ormeau Baths Announces Plans To Scale Up

he Ormeau Baths innovation space in Belfast has announced expansion plans that will see it double in size by taking the second half of the former Victorian Bathhouse building in which it opened just over 12 months ago. Ormeau Baths is an entrepreneurial workspace that supports the brightest and best indigenous tech start-ups and helps them gain access to the networks, funding and expertise needed to succeed in global markets. The expansion, which represents an investment of almost £1m, will create more flexible spaces for growing tech businesses and allow Ormeau Baths to support start-ups who have previously outgrown the co-working space for longer. Since opening just over a year ago, Ormeau Baths has had more than

16,000 people pass through and attend over 500 events held in their purpose-built event space, ranging from white hat hacker gatherings to product tank meet-ups and pitch contests. During the first year Ormeau Baths has seen over 50 per cent of their companies grow their teams or revenues and between them they have raised over £10m in venture funding. Ormeau Bath success stories include Modius creators Neurovalens and consultancy White Space Ventures, both of whom have subsequently gone on to expand and relocate into their own offices. Pictured announcing the expansion plan are (L-R) co-founders Mark Dowds, Steve Pette and Jon Bradford. The expansion means Ormeau Baths will be able to offer more than 17,000 sq ft of event and workspace for growing digital and tech businesses.

M&S Opens In Craigavon Marks & Spencer has just unveiled its brand new 7,000 square foot store at Marlborough Retail Park in the heart of Craigavon, creating 56 job opportunities.

he Lord Mayor of Armagh City, Banbridge & Craigavon Council joined local customers to celebrate the official opening of the new store with M&S Craigavon Store Manager, John Woods and his team. The ribbon was cut by Brid McKeown (15) and Malachy Kofa (12), pupils

RICS President Visits Belfast

oronto-based RICS President, John Hughes, centre, has visited Belfast to meet with RICS members, university representatives, business people and others. As part of his visit, the toured the Tropical Ravine in Botanic Gardens, which was the Project of the Year in the RICS Awards, 2018. He is pictured with Brian Henning, left, Chairman of RICS Northern Ireland, and Martin Doherty, Project Manager at Belfast City Council. His visit included a tour of the Tropical Ravine in Belfast’s Botanic Gardens, which won Project of the Year at the RICS Awards, Northern Ireland 2018. He also met with RICS members and discussed property market issues with senior professionals in the afternoon at an event in Belfast City Hall entitled ‘Shaping Cities of the Future’. Brian Henning, Chairman of RICS in Northern Ireland, commented: “We are delighted to welcome John Hughes to

Northern Ireland as part of his Presidential Tour of the UK. In his discussions with members, John is bringing to the forefront the many challenges the profession faces as working practices and society progresses. As we celebrate 150 years of RICS, it is important that we strive to attract new, diverse talent while frequently reviewing how we fit our traditional professional service values into a rapidly evolving new world. In doing this, we help ensure continued confidence, ethics, professional integrity and client and consumer trust in our professional advice.” Each of the President’s visits to RICS offices across the UK will also provide a part of the fact-finding Future of the Profession research which will help the organisation understand how these challenges are reshaping firms, services and professional practices, and how the profession is adapting to new technologies.

at Ceara Special School who were the lucky winners of a colouring competition organised by the store. Great British Bake Off 2016 finalist Andrew Smyth was a special guest at the opening where he hosted a series of baking demonstrations giving customers a true taste of what M&S Craigavon has to offer.

Eye on Health

Proparamedics -

Supporting Local Business For Over 18 Years As Northern Ireland’s leading independent ambulance service, Proparamedics knows first-hand what it takes to deliver a professional service under challenging circumstances to their many and varied customers in Northern Ireland and further afield.

hilst some people may not have heard the name Proparamedics, with a team of over 140 people, the company is Northern Ireland’s largest independent ambulance service delivering medically-assisted care and transport to the public, private and voluntary sectors for over 18 years. With the recent acquisition of four state-of-art ambulances, there is now a fleet of over 30 ambulances and support vehicles to ensure the proper resources are on hand to support the highly committed team of medically trained staff. “Our company mantra is to treat each person as one of our own to ensure that no matter the situation a member of staff can instinctively deliver the highest level of care and support”, commented Heather Hamill, Chief Executive, Proparamedics, “A caring service is our number one priority at Proparamedics”.

Event Medical Support If you turn up to an event in Northern Ireland and look closely behind the scenes there is a good chance you will see Proparamedics on duty. Whether it is a day at the races, a pop concert or a large corporate event, Proparamedics provides a full range of event medical support. From staff on the ground to operational command centres, the team has the necessary skills and experience to ensure an event is a success and should you need assistance you are in a safe pair of hands.

First Aid Training At Work With an in-house ‘Training & Education Centre’ accredited by QualSafe, Proparamedics run a multitude of first aid training courses at the company’s Belfast City Centre facilities or on-site at a clients’ premises. Only recently the team delivered ‘Mass Casualty Event’ training to over 200 public facing staff and on a day-to-day

basis the team regularly supplies ‘First Aid Training At Work’ to local businesses adhering to important health & safety legislation. Other courses available include First Response Emergency Care (FREC), Sports Injuries, Paediatric First Aid and Safeguarding & Protecting Children and Vulnerable Adults.

Medically Assisted Transfers The innovative, yet hugely popular, ‘Family Transfer Service’ was recently introduced to help those who may have mobility issues, need that little bit of additional assistance or are living with a challenging medical condition, get to and from hospital at a time convenient to them and with the appropriate level of medical care throughout. Medical appointments can be stressful enough without having to worry about the ordeal of trying to get there on time and then return home safely if tests or scans have been needed. The Family Transfer Service has also helped many local couples

share their big day (or other special family occasions) with relatives who would otherwise have been unable to travel independently and remain at home, in hospital, nursing home or hospice. This service has made so many occasions special as complete families have been able to share in their treasured moments. An appropriate medical team will be arranged to pick up their loved one at a time and a place suitable for them and stay with them for the duration of the event to provide the right level of care throughout. Proparamedics is a great example of a local company investing heavily in processes and training for staff, yet continually innovating and finding new ways to deliver high quality services to their customers in the public, private and voluntary sectors.

To find out more, please visit proparamedics.com

Eyeon Motoring

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Eye on Motoring

Safer Driving With DFC RAC Telematics DFC have seen the RAC/DFC Telematics product go from strength-to-strength and have had huge success in implementing the technology into both DFC and non DFC customers, saving them time , money and increasing better driving techniques.

usinesses with the device fitted are reporting significant savings in fuel, wear and tear and insurance, fewer accidents and more efficient fleet management. RAC Telematics, works by fitting a device to each vehicle to transmit real-time data. This data is managed on a portal by the fleet manager as well as the driver on their own smartphone app, and combined with access to RAC breakdown facility, provides a fully connected package. Customers have really seen the benefits of having such a strong system in place giving users the ability to know how long a vehicle spends on site and when it has left the client for example is just one of the ways to assist with efficient vehicle management. It can improve administration time

ie the processing of the timesheets, mileage reports and advising clients on site time â&#x20AC;&#x201C; all done in minutes which can save hours of work each week. Safety and Risk management of employees is greatly enhanced with the knowledge of how a vehicle has been driven, helping to monitor driver styles and implement improvement procedures. Customer using the system have seen a drop in speeding fines, an increase in MPG and an improvement on the fuel bills. There is also a crash notification in the telematics box which alerts the user if an accident occurs. If you would like to know more about telematics contact Pauline Nelmes on 02890734222 or email pauline@dfcbelfast.co.uk or visit our website http://www.dfc-rac.co.uk/

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DFC is Northern Irelandâ&#x20AC;&#x2122;s only major independent locally owned Vehicle Management Company. For almost 30 years DFC have supplied, funded and managed cars and vans. We are confident we can provide a cost effective solution for your business or individual needs.

Call us today for more information on our car and van offers on 028 9073 4222 or email sales@dfcbelfast.co.uk

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Eye on Motoring

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Eye on Motoring

Handover Time! Ryan Baxter of Power Grid Civils collecting his first two vehicles from Paul Bonar of DFC

WE ARE HIRING! We are recruiting Full and Part time new business development managers to become an important member of a highly successful sales team and help us attract more customers. To find out more email CAREERS@DFCBELFAST.CO.UK

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Eye on Motoring

Motoring with Derek Black dbmotoring@btinternet.com

Hyundai Hits All The Bases With Its New Kona - Yes Yet Another Suv! The march of the SUV towards market domination seems unstoppable. One of the latest if is the Kona compact cross-over from Hyundai, loosely based on their i20 family hatch.

ts is a fairly unremarkable little car but there are diesel and electric models that made some business sense. However, my test car turned out to be a 1.0-litre turbo petrol three cylinder. These little pint pot engines are becoming popular as an alternative to diesel. I found it lively to drive though a bit noisy when pushed. Its

0-62mph time of 12 seconds is decent as is the combined mpg figure of 52mpg. There is a Blue drive version that does 54mpg and emits117g/km putting it in 24% BIK. This is getting there but still short of the diesel on economy. The 1.6 CRDi model is aimed at fleets with special contract hire rates. It costs significantly more to buy

than the petrol which starts from £16,450 but is cheaper to run. It has 115PS or 136PS with good torque for easy driving. Emissions from 111g/ km are low but the diesel penalty means it starts in the 25% band. The diesels start at around £18K. There is a ‘hot hatch’ version of the Kona with a 1.6 turbo petrol engine that can do 0-62mph in less than 8 seconds. It also comes with four-wheel drive and a 7-speed twin clutch automatic. Its emissions are 158g/km putting

it up into the 32% BIK rating. At the other extreme there is an electric version of the Kona with a claimed range of up to 300 miles ( further than most EVs). It does the dash to 62mph in 7.6 seconds (though that will dramatically reduce the range if you indulge!). Currently priced from just under £25K , it is rated at a lowly 13% BIK. Hyundai is covering all the bases with the new Kona but it is getting pricey and is up against serious competition.

This Transit Is Transformed Into A Mobile Conference Centre! The ‘van with windows’ idea has come a long way since the first ‘home-made’ examples I can remember from the 1960s. Nowadays Ford does a rather more professional conversion of its ubiquitous Transit.

pace and cheapness are the big advantages but the downsides are much less than they used to be. That is because, over the years, vans have become easier to drive and a lot more comfortable. Ford’s big Grand Tourneo offers seven seat and will appeal to businesses who have to move people about as part of their work. The layout is three seats in the front and the rest facing each other in the rear - useful for mobile conferences or picnics. You have to climb up into the ‘cab’ area using the step

that is provided. Once there you have a commanding view of the road ahead and a dashboard that is familiar from the Focus. The Tourneo drives and handles better than I expected - though I did not expect a lot. Its main downside is its sheer size so you need a thoughtful approach to parking. My test car had the 2.0 TDCI engine with a manual six-speed gearbox. It is rated at 44mpg combined with emissions of 178g/ km. This was the long wheelbase Custom model with premium paintwork and a premium infotainment system with an 8-inch screen pushing the price up over £40K. Further down the Tourneo range there are much less expensive options with a modest 120PS from its 1.5-litre TDCi engine, it is not the fastest mover, taking nearly 13 seconds to reach 62mph from rest. Still, this a a well-proven and fairly frugal engine which makes business sense. It is rated

at up to 61mpg on the set-piece combined cycle. Emissions are from 119 g/km which puts it into the 27% BIK bracket. This should be a fairly inexpensive machine to run. Sliding rear doors make for easier access than in the front but somehow you cannot escape from the fact that it is essentially a van. Yes, it is easier to drive than they used to be but the sheer bulk and its van origins cannot be denied.

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Eye on Motoring

Motoring with Derek Black dbmotoring@btinternet.com

Techy Touareg Tiptoes Towards The Luxury End Of The Market Y

What have they done to the Touareg, that Titan of the VW four-wheel drive range? Some of the changes are obvious as soon as you step up into its roomy cabin.

our eye is immediately caught by the 15-inch infotainment touchscreen in the middle of the dash and the digital instrumentation behind the steering wheel. The sophistication is confirmed when you drive down the road. This feels a bit softer and more comfortable than before. It also steers and and handles more precisely than your average SUV. The 3.0-litre V6 turbo-diesel engine is remarkably quiet and can accelerate this 2-tonne machine to 62mph in just over six seconds. All of this is evidence of the more important and less visible changes behind that rather brassy (and un-VW) big grille that adds presence to the Touareg on the road. So far it comes only with that 3.0-litre TDI engine with outputs from 204 to 284PS. Other versions - petrol and a more powerful V8 TDI are to follow along with a hybrid. All current models come with an 8-speed automatic gearbox and return

mpg in the low 40s with emissions from 173 g/km putting it in the 37% BIK bracket. So it is a director’s car to say the least and prices are mostly in excess of £50K before you dip into the long list of options. Air suspension with adjustable ride height takes a lot of the credit for the new feel and four-wheel steering for making it feel more gainly on the road. Off the road it is impressive and it can tow up to 3,500kg. Anyone who has ordered a Volkswagen in the past few months will know that delivery is slow as the company is working overtime to meet new emissions standards across its wide range. Such are the improvements in the new Touareg that it is certainly worth waiting a few month. As practical as ever, it is now more drivable and more in the mould of the Range Rover and other prestige SUVs.

MAZDA’S DELIGHTFUL LITTLE SPORTS CAR GETS MORE POWER TO ITS ELBOW Over the years Mazda has resisted calls to give its MX-5 more power.

ndeed there are some purists who feel that the smaller 1.5 engine gives a sweeter drive in this perfectly balanced little two-seater. Mazda has sold 1.1 million sports cars over the decades since it took on the mantle of the British classics from MG andTriumph. I suppose they need to move the image on. They added the slightly exotic RF model with its dramatic retractable metal hood last year and now they have boosted the output of the 2.0 car from 160 to 184PS for both soft top and RF models. This gives sharper reactions and more torque for easier driving. It can rev noisily to the limit if you want it to, or get along swiftly and smoothly when you are not in a hurry. The 24 PS boost means that the larger engine can whisk this light car to 62mph in 6.5 seconds.

Extra power is not problem to the MX-5’s nimble chassis. It is just delightful to drive with its sharp reactions, its snappy little gear lever and its willingness to tackle any challenges. Mazda launched its uprated car from Finn Lough in Fermanagh, with a loop across the border with plenty of bumpy peatland roads which the car handled with confidence. This little car is a remarkable survivor in the age of the SUV. It does not sacrifice the driving experience to the needs of practicality. You sit snugly in the cockpit and there is only room for small bags in the boot. But who cares with a car like this? The 1.5-litre costs from £18,995 and the 2.0-litre from £22,295 - less than many hot hatchbacks on the market today.The ultimate MX-5 is the 2.0 GT Sport Nav+ with a six-speed automatic gearbox and priced at £29,195.

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