Business Eye Jan Feb 2018 by Buckley Publications

• Job Management • Quotes & Invoicing • Forms & Signatures • Time Tracking

Issue 175 Jan/Feb 2018 £2.50 Voted best Business Magazine in Ireland 2005 and Magazine of the Year for Northern Ireland

HSBC in Northern Ireland... Acting Local, Thinking Global Features: 01

Judith Owens…Taking The Helm At Titanic

Ad-Vance Engineering…. Lisburn Firm With Ambition

T i Ta n i c v e n u e s B e l fa s T Ki c K o ff 2018 i n s ty le t itanic V enues B elfast.com

Belfast City Centre….The Regeneration Agenda

Contents

Jan/Feb 2018 ISSUE 175

Cover Story

HSBC... Act Local & Think Global

Search For NI’s Top Directors The search for Northern Ireland’s very best directors has been launched for another year by the Institute of Directors (NI) and sponsors First Trust Bank, with the Merchant Hotel hosting a presentation event in May.

For HSBC’s Area Director Nial Douglas and his Deputy, Chris McQuay, the priorities are clear cut. They want to continue the global banking giant’s growth in the Northern Ireland business banking marketplace, but they’ll not be sacrificing high levels of customer service along the way.

New Home For Grant Thornton

Venues & Tourism

Judith Owens....At The Helm Of Titanic Belfast

Accountants and business advisers Grant Thornton have moved into a prime piece of Belfast real estate as their new home here. The company has taken over the top floor of the landmark Danske Bank headquarters building on Donegall Square West.

Belfast-based African travel specialists Mahlatini has been celebrating after landing a gold award at the recent British Travel Awards, another accolade for a local firm with clients all over the British Isles.

Roseann Kelly... Ambitions For Growth at WiB

Manufacturing & Innovation Ad-Vance Engineering... A High Technology Approach To Serving Industry

Women in Business Chief Executive Roseann Kelly talks about the impressive growth of her organisation and how it plans to continue providing a wide range of services and events for female entrepreneurs and women in the workplace.

The Value Of Knowledge We take a look back over 25 years of knowledge transfer partnerships in Northern Ireland, partnerships bringing together businesses, graduates and academics with an eye on success.

Based outside Lisburn, Ad-Vance Engineering is a perfect example of an ambitious Northern Ireland company successfully marrying traditional manufacturing skills with the latest technology. We catch up with Managing Director, Roger Vance.

Sam Butler looks at how fishing families in Kilkeel are preparing to grasp the business opportunities likely to flow when the UK leaves the European Union next year.

Growth Continues For NI-Based Auction Giants Wilsons Auctions, already one of the UK’s leading auction groups, has continued its growth agenda over the past year....and shows few signs of slowing up on its progress.

Dr. Elaine O’Neill... Big Plans For IoD NI Academy Northern Ireland has become the first region outside of London to play host to its own Institute of Directors Academy offering a wide range of professional development courses, all of them aimed at directors and senior managers.

Jonathan Rose, NI Director of Ofcom, looks at how highspeed broadband is being extended to become accessible to the vast majority of the local population by 2020.

Eye on Banking

Moving On

Eye on Marketing

Eye on Education

Eye on Media

Eye on Law

Eye on Finance

Eye on Motoring

Eye on Sales

Eye on Charity

Editor Richard Buckley Commercial Director Brenda Buckley

Business Development Manager Ciara Donnelly

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

Stepping Up The Broadband Pace

Eye on Communications

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

Fishing Families Invest In Growth

Assets & Auctions

Awards Success For Luxury Travel Firm

Judith Owens hasn’t faced a steep learning curve since succeeding Tim Husbands to the top job at Titanic Belfast just before Christmas. She’s been on the senior team at the world’s favourite visitor attraction since before it opened its doors to the public... and started its remarkable success story.

Regulars

Specials

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

We’re all pretty much agreed that Northern Ireland has just come out of a positive 2017. In this part of the world, though, there’s always a ‘but’. And it’s a significant ‘but’.

Comment

“Either it’s all a bit of a bluff, and nothing is happening, is there is a spot of feverish activity behind closed doors and away from the prying eyes of the media.”

here’s the ‘but’ that leads to talk of Brexit, and the simple fact that none of us knows what horrors (or opportunities) Brexit will bring. But there’s also the ‘but’ that leads – wearily – to talk of local politics. The simple fact is that we haven’t had a devolved administration at Stormont for well over a year now, and while we’ve managed to get through the calendar year of 2017 with our much-vaunted resilience in full bloom, the widely held view is that the lack of government is being to start to bite as we head further into 2018. Plenty of evidence has been appearing... of a struggling health service, of education badly hit by lack of decision-making, creaking infrastrucuture in dire need of investment... and so the list goes on. In recent weeks, we’ve had a new Secretary of State arriving in Belfast, and already looking fairly haunted by the challenge that faces her. But we’ve also had, allegedly, a return to interparty talks at Stormont, with a view to restoring the Stormont institutions. We say ‘allegedly’ because there isn’t much sign of anything going on. Either it’s all a bit of a bluff, and nothing is happening, is there is a spot of feverish activity behind closed doors and away from the prying eyes of the media. The latter sounds eminently sensible, and it would be very welcome, but somehow it seems more than a little unlikely. Patients might be suffering on trolleys, schools might be feeling the pain, but our politicians continue to stall and maintain their entrenched positions.

Richard Buckley EDITOR Irish Magazine Editor of the Year 2005

But something is going to have to change, and it’s going to have to change fairly soon. Much has been made in the media of the appointment of highflying Whitehall mandarin Sue Gray to the Permanent Secretary’s job at the Department of Finance here. Is it a precursor to the introduction of direct rule by new Secretary of State Karen Bradley? Or does Sue Evans simply want to a return to Northern Ireland....a place she lived in before when she ran a pub outside Newry? Romantic though it might be, the latter seems very unlikely. And the introduction of full-blown direct rule also seems to be fraught with fairly obvious difficulties. There is, of course, a third scenario. When it comes to making the hard calls around the public sector budget, our local politicians have shown time and time again that they’re terrified of having to indulge in real government. They might be edging closer to a deal over the outstanding issues, but they can think of nothing worse than having to come back into government and be faced with having to set a budget straight off the bat. So might they be relying on Sue & Co to do the dirty work so that they can swan back into Stormont in a blaze of glory, and have someone else to blame for doing the dirty work? It’s possible, isn’t it? But, tarnished or not, we’d rather have them back. Wouldn’t we?

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Eye on News

Isle of Man Role For Former UTV Chief Isle of Media Limited has appointed former UTV Managing Director Michael Wilson as its new Chief Executive Officer.

sle of Media, which markets the Isle of Man Digital Media Cluster as a private public partnership, acts as the national development agency for the thriving Isle of Man

video, television and film sector. Dr Richard K. Arning, Chairman of Isle of Media said: “Michael, who is a very senior figurehead in industry, will further

strengthen our offering, benefiting media entrepreneurs and investors. With his experience of more than two decades in commercial broadcasting in the UK, US and Ireland, ranging from programming, news gathering, government and regulatory relations, to launching various channels and digital platforms like apps and players, we are excited to take Isle of Media to the next level with him as the driving force behind our digital and creative strategy for the Island.” Wilson, who joined UTV in 2005 after 10 year at Sky News, oversaw UTV’s expansion, the launch in Ireland and the final transition of its television arm to ITV. The high quality programming - he was responsible for more than 1000 hours of content a year - consistently earned multiple awards punching well above the weight of UTV. Michael Wilson stated: “Isle of Media is at a hugely exciting time in its development with

global ambitions. I look forward to developing industry links and encouraging those with entrepreneurial ideas and businesses across the whole supply change of content creation, distribution and commissioning to news, channel operation and digital platforms to look at the Isle of Man as an ideal location to grow. For me it is the right time to move with Isle of Media into new ventures, I look forward to leveraging my experience in content creation and digital industries for the Isle of Man. The Island is uniquely positioned as Europe’s only offshore Digital Media cluster as it is blessed not only as a picturesque filming location and its own culture but with substantial advantages of a wide creative and techy talent base in film, video and IT, an extraordinary telecommunication infrastructure, financial incentive schemes and a Digital Media sector inclined government.”

NI’s First FinTech Agency Lands in Holywood SelectPR, Northern Ireland’s first PR Agency specialising in FinTech, officially opened its doors in Holywood today.

he agency helps technology companies, particularly those in FinTech, RegTech and HRTech, build their brands across the UK and Ireland. Over the past year it has seen strong growth, securing contacts with both national and international clients, including Harvey Nash, fscom, Adaptemy and NashTech to name a few. Following this success, there was a clear need to develop a growth strategy and open a new office in Holywood, Co.Down. This has also resulted in the hiring of four new staff members, with plans to grow the team even further in the coming months. The agency now has its sights set on delivering multi-channel communication strategies across the UK and Ireland. Cultivated content and a genuine passion for technology has granted this exciting new chapter for the agency. Alan Duncan, Managing Director at SelectPR, comments, “We get that standing out from the competition to attract top talent and new customers is getting tougher for tech businesses. Our success

is built on creating engaging communications campaigns for clients that deliver measurable results. We’ve invested in and created a talented team of innovative thinkers, that work as an extension of our clients.

We have some very exciting projects in the pipeline and look forward to the months ahead as we settle into our new home in Holywood.”

Eye on News

KPMG M&A OUTLOOK: A CAUTIOUS OUTLOOK FOR DEAL ACTIVITY IN 2018 Subdued economic growth and the continued political stalemate at Stormont are expected to temper activity in the Northern Ireland mergers and acquisition (M&A) market this year, according a new survey from KPMG.

he KPMG M&A Outlook 2018 – which surveyed executives and advisors involved in the M&A market throughout the island of Ireland - revealed that only 27% of respondents in Northern Ireland see deal activity increasing in 2018. That is in stark contrast to a more optimistic picture just over the border where 57% of respondents expect an increase in deal volume. The more subdued outlook in Northern Ireland is, in part, down to the ongoing political stalemate at Stormont, the survey revealed. Russell Smyth, Partner, Corporate Finance, KPMG in Ireland said: “Northern Ireland respondents were

asked whether the ongoing political uncertainty in Northern Ireland will have a negative impact on deal activity. It is no surprise that the overwhelming majority of respondents believe it will. “Let’s hope we see the return of a fully functioning Executive sooner rather than later in 2018.” The survey also questioned M&A professionals on the impact of Brexit on the sector. Russell Smyth said: “While Brexit features on the radar of deal makers, there is no consistent view in either jurisdiction on its likely impact on deal activity, suggesting too much uncertainty remains to predict its impact on business or business decisions.”

The sectors which respondents expect to be most active in 2018 in both jurisdictions will be agribusiness and food, technology and healthcare. In the Republic, 55% of respondents expect debt to be the primary funding source compared to just 42% in Northern Ireland where cash reserves are expected to be more prevalent, possibly representing a more cautious approach to funding. Despite a more cautious approach and well-publicised headwinds, there are a number of positives which will boost the M&A market in the coming year. Russell Smyth said: “Strong capital availability in the market, including increased private equity and alternative lender activity, and more developed M&A strategies among both Northern Ireland and Republic of Ireland corporates will ensure a healthy pipeline of deals are completed in 2018.”

Russell Smyth, Partner, Corporate Finance, KPMG

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Eye on News

Institute Of Directors And First Trust Bank Launch Search For Northern Ireland’s Top Business Leaders The Institute of Directors (IoD) has opened its annual search for Northern Ireland’s highest achieving business leaders, and is urging directors to continue the success story of local leaders on a UK-wide stage.

he leading business organisation has launched the IoD First Trust Bank Director of the Year Awards which honour the achievements and leadership of directors from sectors across Northern Ireland. Category winners will then be considered for the UK-wide Director of the Year Finals in London, where Northern Ireland-based business leaders have received the Overall Director of the Year accolade in two of the last three years. Lisa Maltman, Business Development Manager, IoD NI commented: “Each year, the IoD First Trust Bank Director of the Year Awards present an opportunity to reward the very best of business leaders from across Northern Ireland, and showcase the excellence and high calibre of local directors to a wider audience. “Since the inception of the awards in 2010, local leaders have enjoyed unrivalled success on the national stage including in 2017 when Gareth Loye of M&M Contractors was named UK Family Business Director of the Year while Janet McCollum of Moy Park received the UK Large Company Director of the Year Award. “It illustrates the tremendous depth of talent present among Northern Ireland business leaders and the high levels of corporate governance in our companies across the private and public sectors.” Speaking on behalf of First Trust Bank, sponsor of the awards for the last four years, Des Moore, Head of First Trust Bank, said: “Shining a light on our most innovative and successful business leaders is essential if we are to help inspire others to invest in their own leadership journeys and contribute to the growth of our business community and economy as a whole. “Having helped judge and recognise winning entries over the past four years, it’s clear that many organisations appreciate the role strong leadership plays when it comes to their success. “From those focusing on outstanding governance to leading motivators and creative thinkers, the calibre of entries continues to rise. Together with the IoD, we urge all our leading business minds to enter this year’s Director of the Year Awards and I look forward to celebrating those candidates who put strong leadership at the top of their agenda later this year.” Categories for the awards, which are open to members and non-members alike include:

Former winner Gareth Loye, left, helps launch the 2018 Institute of Directors First Trust Bank Director of the Year Awards with Lisa Maltman, Business Development Manager, IoD NI and Des Moore, Head of sponsor First Trust Bank.

Director of the Year- Family Business sponsored by BDO Northern Ireland

Director of the Year - Public/Third Sector sponsored by Capita Manged IT Solutions

Director of the Year - Emerging sponsored by Carson McDowell

Director of the Year - Global sponsored by Invest NI

Director of the Year - Corporate Social Responsibility sponsored by 4c Executive

Director of the Year – Early Stage Business sponsored by Ulster University

Director of the Year - Inclusivity sponsored by William J Clinton Leadership Institute, QUB

shortlisted for the IoD UK Finals in October. Gareth Loye, Chief Executive of M&M Contractors, added: “Winning the UK Family Business Director of the Year award last year, was a major endorsement of the hard work of our employees and the support of our clients over recent years. “To be recognised on a national stage has also made a huge difference to our company, exposing the M&M name to a much wider audience in what is still a very challenging and competitive construction industry. “I’d encourage all business leaders across Northern Ireland to enter the Director of the Year Awards and seize the opportunity to elevate their firm to a new level.” Overall UK Director of the Year Award winners to have hailed from Northern Ireland include Brendan McGurgan, CDE Global in 2016 and Simon Hunter, Hunter Apparel Solutions in 2015. The closing date for entries to this year’s competition is 28th February.

Director of the Year - Non-Executive sponsored by Deloitte

Director of the Year - Innovation sponsored by PGR

Chairman’s Award for Excellence in Director and Board Practice. The category winners will be announced at a ceremony at The Merchant Hotel, Belfast on 18th May, and will then have the chance to be

For more information on the Institute of Directors and the Director of the Year Awards visit www.iod.com/ni or www.iodawards.com

Eye on Business Advisory

Grant Thornton Moves ‘West’ As Business Continues To Move North

Richard Gillan, Managing Partner of Grant Thornton Northern Ireland, welcomes guests to the leading business advisory firm’s new Donegall Square West office launch party.

Richard Gillan, Managing Partner of Grant Thornton NI, looks forward to future expansion for the leading business advisory firm following symbolic move to landmark building on Donegall Square West

rant Thornton has enjoyed a number of significant milestones recently, with the leading business advisory firm enjoying unprecedented growth in the last three years. December 1st, 2017, was another big day for the firm, as it marked the official launch of Grant Thornton’s new office on Donegall Square West. A seven-figure investment saw Grant Thornton move into the landmark building, which also serves as Danske Bank UK’s headquarters. The refit project has delivered

Grade A office accommodation, with the state-of-the-art facilities featuring a largely open plan office with call booths and collaboration zones throughout, facilitating creativity, innovation and teamwork. “Our move from Clarence Street West may have been a relatively short one geographically, but, symbolically, it is huge,” explained Richard Gillan, Managing Partner of Grant Thornton NI. “Moving to such an iconic, city centre landmark reflects our confidence in the future, and

Having a game of pool at the Grant Thornton office launch party are Richard Gillan, Managing Partner of Grant Thornton Northern Ireland, Michael McAteer, incoming Managing Partner of Grant Thornton Ireland, and Paul McCann, outgoing Managing Partner of Grant Thornton Ireland.

provides a fitting and professional environment that will help facilitate our continued expansion. “Our Belfast office has enjoyed exponential growth across all business streams, with our workforce doubling and our revenues almost trebling in the last three years. “That growth is set to continue in 2018, and we look forward to setting out details of our expansion plans soon.” Entrepreneurial Culture One of the key factors in Grant Thornton’s recent success is the entrepreneurial culture that permeates all aspects of the business, and encourages staff to challenge accepted norms. It is a culture that has recently seen Grant Thornton listed as the top ranked Mergers & Acquisitions advisor in the market. It is also a culture that is very much set by the Partner team and, indeed, it helped influence their thoughts when design plans for the new office were being drawn. “Our new office design very much reflects the reputation that we have for doing things a bit differently,” Richard continued.

“We don’t necessarily follow convention – indeed, one of the most important design considerations of the move was that we found room for our pool table which has made the trip from Clarence Street West! “With growth comes opportunity, as it’s an exciting time to be working for the firm. The staff have thoroughly enjoyed settling into our new space.” To mark the move to the iconic building, Grant Thornton hosted an official launch party on 1st December. Many representatives from the Northern Ireland business community attended the launch party to wish the firm well in its exciting new space. Strong portfolio “We have a strong portfolio of clients from a wide range of sectors, many of whom have a long association with the firm. The launch party was an opportunity to welcome them to our new office and sincerely thank them for their continued support. “Those who attended will no doubt have realised that our new office provides room for significant staff growth, which is something we will be talking about a lot more in the coming months.”

Eye on Business Advisory Enjoying the Grant Thornton office launch party are:

Grant Thornton Northern Ireland Partners Peter Legge, Neal Taylor, Louise Kelly and Richard Gillan.

Sinead Watts and Maeve Hunt of Grant Thornton, Pamela McCreedy of the Northern Ireland Audit Office, Sinead Fox-Hamilton from McKinty Associates and Kate McCann of Grant Thornton.

Peter Stafford of A&L Goodbody, Dermot Cleere of Legacy Wealth, Neal Taylor of Grant Thornton and David McConkey of Crane Communications.

Mark Taggart of DWF, Darren Toombs of Carson McDowell and Paul Jacobs of Grant Thornton.

Richard Gillan of Grant Thornton, Michael Boyd of The Progressive Building Society and Damian McParland of Millar McCall Wylie.

Kevin Kingston of Danske Bank, Louise Kelly of Grant Thornton, Paul Millar of Whiterock Capital Partners and William McCulla of Invest NI.

Eye on Travel

Local Luxury Travel Company Takes Gold At The British Travel Oscars

Mahlatini Luxury Travel has beaten some of the biggest names in global travel to be named overall winner of Best Safari, Wildlife & Nature Holiday Company in the prestigious 2017 British Travel Awards.

he British Travel Awards are the Oscars of the travel industry – as voted by the travelling public. The announcement was made at a Gala Awards ceremony in London with Mahlatini picking up gold in front of over a thousand travel industry people. Mahlatini Luxury Travel is based

in Belfast and operates as a global provider of specialist luxury holidays to Africa and the Indian Ocean with a network of agency and destination partners all over the world. The luxury travel specialist services clients from North America, the Far East and Australasia as well as throughout the UK and Europe. Chris Goldring from Mahlatini said:

“For an independent company like Mahlatini to beat such travel bastions as Virgin Holidays, Hayes and Jarvis, Titan and Saga is fantastic. We are absolutely thrilled to be named overall winner of the Best Safari, Wildlife and Nature Holiday category. It proves that companies from Northern Ireland can operate and compete on a global scale. “Mahlatini provides the perfect ‘once in a lifetime’ holiday experience - from Adventure Safaris to Honeymoons on Paradise Islands. Our team of 14 staff dedicate themselves to supporting our clients, ensuring our customer service is unparalleled and planning and creating experiences that guarantees lifelong memories. This is an especially important win for us as it was voted for by our customers.” Mahlatini is a Zulu word meaning bushman or “lover of the African wilderness”. It is a sign of respect

given to all travellers who believe Africa to be one of the most mesmerising places on earth. British Travel Awards’ chief executive Lorraine Barnes Burton said: “Mahlatini is to be congratulated on being named overall winner in the Best Safari, Wildlife & Nature Holiday category. The British Travel Awards is the largest awards programme in the UK and this year 722,473 votes were cast by the travelling public to determine the winners and to win is truly an accolade.” The Giants Causeway also picked up an award on the evening and was named Best UK Heritage Attraction.

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Eye on Women In Business

Roseann Kelly... Ambitions For Growth At Women In Business Roseann Kelly is nothing if not passionate about the organisation she leads. Women in Business has already passed the 2,500 members mark in Northern Ireland and it runs more events than ever before, but Roseann reckons that there is a lot of work still to be done.

“W

e’ve grown from 800 to more than 2,500 members over the years and I think that demonstrates that we are delivering for our members,” says Roseann at WiB’s central Belfast offices. “We’re a voice for female entrepreneurs and women in business, but we’re also a networking organisation and we organise an increasingly wide range of events for our members right through the year.” As a business organisation, Women in Business, she has to be about sustainability, maintaining a relevant voice and providing the services its members want.

“It’s important to keep asking ourselves why we’re here and what we’re all about,” Roseann adds. There are a number of key events in the Woman in Business calendar each year, not least its Annual Women in Business Awards and the Chair’s Lunch. But, around those, the organisation has developed a fairly packed calendar of events, programmes and initiatives. All in all, it delivers some 80 different events per year. An Entrepreneurs Business Growth Residential, for example, aims to help business leaders to explore new markets, attract new staff and boost performance while, on a different note, the Back to Business Programme supports female employees returning to the workplace from maternity leave. “It’s a dynamic re-boarding programme that enables women to go back to work informed, energised and ready to make a difference,” adds Roseann. Women in Business also offers regular programmes focusing on communication skills and its ‘Grit & Grace’ Programme, a threeday leadership intervention for

ambitious female leaders. And the list doesn’t end there. There is a regular Mentoring Programme; a Power Of 4 Programme aimed at encouraging female-led startups and a Connect initiative to encourage more women to consider self-employment. The past year saw the launch of the Gender Diversity Charter Mark NI. This important initiative was launched at the Women in Business Chair’s Lunch, attended by more than 300 business leaders. “The Charter recognises that organisations cannot reach their full potential unless they benefit from the rich variety of talents and abilities of all their employees,” says Roseann. “A balanced workforce is good for business – it is good for customers, for profitability and workplace culture.” Allstate, one of Northern Ireland’s largest employers, are one of a number of Charter Mark Signatories who have pledged their commitment to the Charter. Other companies include the Northern Ireland Civil Service; Belfast City Council; Progressive Building Society; Deloitte; Alexander Mann

Solutions; Gilbert Ash and Queen’s University Belfast, all of whom are adopting the Charter methodology to affect positive change within their own organisations. Chief Executive Roseann Kelly has led Women in Business since the early days of the organisation. She works alongside a strong board, currently chaired by Imelda McMillan, a Belfast-based partner at O’Reilly Stewart Solicitors. The board also includes four men in its ten-strong membership. She is supported by a small team of six staff at Women in Business’s headquarters in Belfast’s Millennium House. “You could say that we punch well above our weight!” the Chief Executive adds. Looking to the future, Roseann hopes to see Women in Business grow to a 4,000 or even 5,000 member strong network. Continuing to support its members by developing further the reach and range of events and programmes.

Find out more at www.womeninbusinessni.com

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Eye on News

Lisburn Firm Links With Ireland Scotland Network Lisburn-based company Ad-Vance Engineering has become one of the first local firms to sign up to the Causeway – The Ireland Scotland Business Exchange, a new organisation set up to promote business links between the two regions.

auseway was first launched in Scotland during 2016 and was officially launched at the British Embassy in Dublin in late October 2017. The not-for-profit network has received financial backing from both the Irish and Scottish Governments, and has been supported by Simon Coveney, the Irish Tanaiste and Minister for Foreign Affairs & Trade. With several events planned over the coming year, Causeway is also planning its first event in Belfast in early 2018. “Causeway is essentially an exchange of ideas, connections and opportunities between Irish and Scottish businesses with ambitions to break into or grow in either country,” says Colm Moloney, Chairman of the organisation, now re-branded simply as Causeway.

Ad-Vance Engineering is a specialist precision engineering company, specialising in bespoke injection moulding tools for the plastics manufacturing industry across the globe. “We’re already working with some of the biggest names in plastics across the British Isles and further afield, and we’ve got firm plans in place to extend our reach to markets worldwide,” says the Lisburn company’s Managing Director, Roger Vance. “To that end, networks are very important to us and we see a lot of merit in Causeway – The Ireland Scotland Business Exchange. It’s one of a number of progressive organisations we see ourselves getting involved with as we develop our business and client list.”

Roger Vance of Ad-Vance Engineering pictured at the recent Lisburn Business Awards with (l-r) Kathy Hanna, Beth Vance & Barbara Coleman.

Former Ulster Business Editor Joins Lanyon Communications

Pictured (L-R) are Lanyon Communications Partners Katie Doran and Jonathan Ireland with new hire David Elliott.

Belfast corporate communications firm Lanyon Communications has announced the appointment of business journalist David Elliott as Senior Client Director. 16

n its third new hire in the past three months, the former editor of Ulster Business magazine has joined the firm at the start of what it says will be a year of “significant growth and investment”. Based in the city’s Queen’s Quarter, Lanyon Communications was established by Katie Doran

and Jonathan Ireland in December 2014 and specialises in corporate communications, strategic business consultancy and investor relations. Prior to Ulster Business, David Elliott was Group Business Editor of The Belfast Telegraph, an editor at Dow Jones Newswires and wrote for The Wall Street Journal in London. He will work as part of Lanyon Communications’ team of seven to service its growing portfolio of highprofile clients across a range of sectors – including commercial property, law, finance, fintech, utilities and local councils. Katie Doran, Founding Partner, Lanyon Communications commented: “David’s appointment forms an important part of our ambitious growth strategy for 2018, which will be underpinned by a significant level of investment across all aspects of the business. “We are confident that his commercial insight and wealth of experience gained over many years as a highly-respected business journalist – together with his knowledge and experience of

the agrifood sector – will prove hugely beneficial in our work with clients to establish, build and protect their reputations.” Founding Partner Jonathan Ireland continued: “Now in our fourth year in business, we have firmly established ourselves as a market leader in our industry in Northern Ireland. Our growth in recent months and anticipated continued expansion comes in response to a growing demand for our service. “This year, we will continue working closely with our clients to help them prepare for the challenges and opportunities that the post-Brexit business environment will bring, locally and internationally. By investing in both their internal and external messaging and market proposition now, Northern Ireland companies will reap the rewards in the long term.” Commenting on his appointment, David Elliott said: “The chance to join Lanyon Communications at this exciting time in the firm’s growth is one which I relish. With a roster of blue-chip companies and a consultative approach to communications, it stands out as a leader in its field and I look forward to becoming part of the Lanyon team.”

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Eye on Cover Story

HSBC in Northern Ireland... Acting Local, Thinking Global As I make my way to the HSBC offices in Belfast, Nial Douglas (Area Director for NI) and Chris McQuay (Deputy Area Director) are in ebullient mood from Ulster’s win over La Rochelle the previous day.

ith our session beginning, their positivity also stems from a stellar 2017 for the 15 strong team, and an enthusiasm stepping into the opportunities that 2018 could bring. “We’ve seen very strong, sustained double-digit growth over the past three years or so,” says Nial Douglas. “We added to our team here in Belfast last year to ensure that we continued to provide a high level of service to our customers, but also to resource the growth opportunity that exists in the Northern Ireland market for us. Our pipeline is strong but we are committed to ensuring that we bring the full expertise of the Bank, across all its 65 markets and product capabilities, to the benefit of our customers and potential new relationships. Whilst we have a global capability, our customers benefit first and foremost from relationships with our local teams in Belfast, Omagh and Coleraine”. McQuay adds that their aspirations are focussed on achieving sustainable and incremental growth, rather than aspiring to achieve ‘market share’. “HSBC’s modus operandi is in

ensuring that we add value to our customers, mainly through understanding our customers’ business models, but also in terms of sectoral knowledge from across the globe and helping NI companies connect with suppliers and customers in overseas territories”. “Our gains over the last few years has been across our core areas of focus in manufacturing, engineering, agriculture and renewables”. They are under no illusions though that the market here is a competitive one. “We operate as 1 of 7 mainstream banks in a market where the population is markedly smaller than that of Greater Manchester, that is forecast grow at around 1% p.a. and where public sector employment levels are the highest in any UK region.

Add to that the emergence of specialist asset finance and asset backed providers alongside the activity of WhiteRock and Invest NI, local business has a wide availability of funding avenues open to it” says Douglas. “But in many ways that is healthy, and it is a challenge we relish rising to”. “Our approach is based on matching the uniqueness of our proposition to the needs of local business - particularly in trade finance and international trade, with international connectivity a specific USP. For example one of our local customers, Mallaghan Engineering a hugely innovative manufacturer of ground shifting equipment, were part of the ‘China Connections’ trade trip to Shanghai run by our UK Corporate Banking Division for 15 companies. Bedeck, based outside Lurgan and suppliers of high quality linen and bedding with supply lines across Asia, are due to be included in the GREAT Business Festival in Hong Kong in May this year. That kind of offering is unique in our market” says Chris McQuay.

“ The Bank have provided us with huge amounts of information and data toolkits – in reality though the impact could be different for business depending on what side of the import or export footprint you are on and where the tariff regime moves to.”

Eye on Cover Story

Indeed, they are keen to elaborate on what HSBC can do under the ‘value added’ banner. Nial explains “the Bank take a holistic view of our customers, and that extends to helping with the Wellbeing agenda of their staff. We offer a free ‘Financial Wellbeing’ service to our customers’ whereby we will help their people to consider things like saving for retirement, providing for childrens’ future education and other areas. Mental and physical wellbeing of our customers’ people is vitally important to them, and our proactively offering to help with financial wellbeing has got really positive feedback.” They are realistic though in acknowledging the headwinds out there for business. The current landscape of an absent local Executive and the challenges presented by currency fluctuations stemming from a combination of Brexit and wider economic uncertainty, means that HSBC are spending more time than ever with their customers. Douglas and McQuay explain “Brexit is the big live issue at the moment and it will be for some time to come. The Bank have provided us with huge amounts of information and data toolkits – in reality though the impact could be different for business depending on

“ We do not rotate accounts, and it is our managers’ longevity that helps us to really understand our customers. As they thrive, so do we.” what side of the import or export footprint you are on and where the tariff regime moves to. What is important for us as a bank though is that we are here to work with our customers, whatever happens, and for those engaged in exporting or international trade generally, we can provide direct touchpoints into other markets as part of contingency planning”. The ongoing re-shaping of the banking market due to regulatory requirements also features strongly in our interview, particularly with the larger UK banks being required to ring-fence their retail and traditional business banking offerings from higher-risk investment banking. In that regard, Chris McQuay feels that HSBC are well placed “HSBC Northern Ireland’s Corporate banking will form part of the

new ‘ring-fenced’ HSBC UK operations from June this year and ahead of the 2019 deadline. This helps us to give our customers certainty that the Bank will be well capitalised and with a strong balance sheet to meeting their funding needs - it will have about £200 billion of assets and serve some 13 million personal and business customers. We are acutely aware that we need to ensure that the costs and resources required to meet our obligations around compliance and protecting our customers, and our HSBC UK Balance Sheet positions us very well to do that”. Looking to the future, both Nial Douglas and Chris McQuay say that the outlook for HSBC’s Northern Ireland operations is bright. “Our team is growing, but at its’ core are a group of people who have been managers of their customer relationships for 10 years and more. We do not rotate accounts, and it is our managers’ longevity that helps us to really understand our customers. As they thrive, so do we. Chris is with the Bank 30 years and is very much the heartbeat of the team, but the average experience level is around 15 years and the vast majority with HSBC – they are hugely passionate about the Bank, our place in the local market and seeing our customers progress”.

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Eye on Tourism & Development

Judith Owens... At The Helm For Titanic’s New Era

Judith Owens admits that she didn’t face much of a learning curve when she took over from Tim Husbands as Chief Executive at Titanic Belfast. Prior to moving into the CEO position, she had spent the past six years or so as one of the Directors that opened, launched and steered the building through its early years.

he took over from Husbands just before Christmas following his decision to leave Belfast for a new challenge in the West of Ireland, and brings any amount of experience to the top job. She’s led all front-of-house

operations and management of signature events at Titanic Belfast, including BBC Sports Personality of the Year Red Carpet Event, MTV Sounds and BBC Proms in the Park. And she’s now in charge of Titanic Belfast along with SS Nomadic and the Titanic Exhibition Centre. There is no doubt that Titanic Belfast has been transformative for tourism in Northern Ireland and its recent phenomenal performance is proof that the attraction will continue to lead the way in attracting visitors from the Republic of Ireland, Great Britain and around the globe. It has just completed one of its most successful years to date. “Having experienced significant growth from key markets, welcomed our four millionth visitor, experienced our busiest

day to date and having been crowned the World’s Leading Tourist Attraction - it’s definitely been quite a year but we will not be resting on our laurels, with plenty more developments in the pipeline ” says Judith. “Over the past six years, we have played a fundamental role in the city’s development. Titanic Belfast has proved to be a shining example of how a significant tourism investment combined with passion and belief can be a catalyst for economic growth and help positively position a destination on the worldwide stage, and we have plenty more to give. We are going to continue to develop and lead the way for Belfast and Northern Ireland to ensure it stays as the destination of choice for both leisure and business tourists.”

Eye on Tourism & Development

“Currently, we’re welcoming 85% of our visitors from outside of Northern Ireland. We’ve worked very hard to develop this national and international profile in partnership with tourism agencies such as VisitBelfast, Tourism NI and Tourism Ireland and tour operators. We will continue to push boundaries and deliver as our strong results illustrate the continued international appeal of Titanic worldwide and the importance of it as a key driver for Northern Ireland tourism” says Judith. Not only has Titanic Belfast been an important catalyst for investment in tourism across Belfast and beyond, it has helped deliver the impressive levels of hotel and access routes growth that we are seeing today across the city. “In 2018, there are many positive developments in the pipeline across the city. Belfast and Northern Ireland’s offering is constantly growing and diversifying from Titanic to Game of Thrones, increased air and sea access as well as new unique hotels such as the Titanic Hotel Belfast and many more on the horizon. These key hooks, on top of the recent Lonely Planet accolade and the Rising Star Award from National Geographic, will bring greater opportunities and possibilities which will be reflected in the growth and profile of international visitors. This will also have a positive effect on business tourism.”

“ Not only has Titanic Belfast been an important catalyst for investment in tourism across Belfast and beyond, it has helped deliver the impressive levels of hotel and access routes growth that we are seeing today across the city.”

“Next year, we are preparing for another strong year. At Titanic Belfast, we have more exciting developments in the pipeline, including an exciting new event space and enhancing our food and drink proposition, amongst others. We are also in discussions with BBC to deliver a number of large scale events to the Titanic Slipways, which will showcase Belfast to national and international audiences.” “In anticipation of next year, we are currently undertaking our biggest recruitment drive since we opened with 70 front line staff roles up for grabs. We value our staff as one of our key assets and reasons for success so this extremely important for us.” Since it first opened just six years ago, total employment at Titanic Belfast has grown from a standing start to a current headcount of around 250 people. The new Chief Executive points out the fact that Titanic Belfast spans not only the business and leisure tourism sectors but also has a retail and hospitality outlets, SS Nomadic and the Titanic Exhibition Centre. Employment levels are set to grow by another 70 jobs. “To us 2018 is a year of opportunity and possibility and we will continue to deliver a world-class visitor attraction and venue that puts Belfast on the national and international map.”

Eye on Communications

As more businesses move their processes and collateral to ‘the cloud’, Stuart Carson looks at the future of telecoms and how it will affect the man on the ground.

By Stuart Carson, Rainbow Communications

“ Where we’re going, we don’t need roads.” T

echnology, especially in the telecoms sector, is developing at an exponential rate, making it difficult for corporations of any size to keep up with the latest hardware or software that will “revolutionise” the workplace. Currently, most organisations and businesses are updating their processes and products on an almost monthly basis to keep up with developments and the competition. But what can we expect the telecoms sector to look like in the longer term? 5G is the buzzword du jour. While fully operational networks aren’t due until 2020, many service providers are already working on 5G compatible projects now. Trying to cope with the huge demand in mobile data use will call for faster and more efficient connections and while 4G networks are coping at a national level currently, demand – and usage – will continue to increase. EE is at the forefront of 5G tech development, including mobile transmitters within lamp posts or

disguised as bricks in buildings, providing more widespread network speeds between 1,000 and 5,000 times faster than 4G networks. With predictions indicating that the economic benefit of 5G could be worth over $12 trillion globally by 2035 (Qualcomm), this will have a positive knock-on effect with millions more jobs, revenue, goods and services as a result.

chat or desktop sharing over wireless internet connections and has been introduced by businesses of all sizes. As part of this, the digitisation of the modern work force and a propensity to support the ‘mobile office’ concept has driven many companies to converge their services, bringing all voice and data services on to a single data stream.

“ The digitisation of the modern work force and a propensity to support the ‘mobile office’ concept has driven many companies to converge their services, bringing all voice and data services on to a single data stream.” This growth in data use is something that businesses are experiencing and having to deal with today. A recent innovation that will continue to evolve and benefit the modern workplace is WebRTC (Web Real-Time Communication) which enables day to day tasks such as video conferencing, file transfers,

What this means is that our mobile phone handsets will be able to handle calls, instant messages, file sharing and emails in addition to streaming TV, video conferencing and image downloads for all corporate and personal needs. This is all in advance of 2025 when all public PSTN and ISDN lines will be switched off,

migrating business landline users to a single IP core network. While 2025 seems like the distant future, PSTN and ISDN lines will cease to be available from 2020. VoIP (Voice Over IP) is the default replacement method and has already been introduced by many companies, and can go in quicker and cheaper than the old system. While the economies of new technologies will likely decrease as the efficiencies increase, now is the time for planning and budgeting by organisations and corporations as to how they will adopt and adapt to all the new developments and how their telecommunications systems will keep up as the future draws ever closer.

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 Knowledge Transfer

The Value Of Knowledge: Blending Businesses, Graduates And Research 25 years of successfully bringing Northern Ireland businesses, graduates and academics together through KTPs.

his Spring, Queen’s University Belfast is celebrating a quarter of a century of Knowledge Transfer Partnerships (KTPs) – and with impressive results. From bus manufacturers, construction companies, food businesses, engineering firms and textile manufacturers, hundreds of companies from across Northern Ireland have benefitted from tapping into Queen’s University’s vast knowledge base. Add to that a plethora – 14 in total – of national awards recognising the impact of KTP projects. Knowledge Transfer Partnerships is a UK-wide programme funded by Innovate UK and a number of other sponsors including Invest NI that helps businesses to improve their competitiveness and productivity through the better use of knowledge, technology and skills that reside within the UK’s Higher Education sector. A KTP aims to meet a core strategic need and to identify innovative solutions to help a business grow. The KTP team at Queen’s have seen how the programme delivers significant increased profitability for business partners as a direct result of the partnership through improved quality and operations, increased

David Jones, KTP Associate

sales and access to new markets. Lorraine Marks, Acting Head of KTP at Queen’s University Belfast, joined the team back in 1997 when the University had fourteen Partnerships in place. Since then, the KTP team at Queen’s have completed 400 partnerships, directly employing 500 graduates in businesses across Northern Ireland. Lorraine Marks says, “It has been a fruitful 25 years of KTP at Queen’s with many stories to tell of businesses across Northern Ireland enhanced, thriving graduates and exciting research projects. KTP is essentially a mechanism to enable companies to access the knowledge within the University. For example, a company will come to Queen’s and we’ll find them an academic partner. We then apply for funding and, once approved, select an appropriate graduate to work on the project.” She added, “Three parties benefit from the Partnership: (i) the company – they get the academic expertise and capability to do something new (ii) the academic/ research team – they get to apply their research in a real situation (iii) the graduate – they get a job within the company. Each project recruits a graduate to deliver the programme of work, who usually ends up staying with the company after the Partnership. One of the

Lorraine Marks, Acting Head of KTP at Queen’s University Belfast

highlights of my job is seeing hundreds of graduates thriving in high quality jobs with companies of all sizes and structures across Northern Ireland. It’s incredibly empowering for a young graduate to be given a clear project with responsibility to take it forward.” Down through the years, Queen’s KTP team has worked with hundreds of companies from across every sector. A KTP with Kestrel Foods, Queen’s and the College of Agriculture, Food and Rural Enterprise (CAFRE), has resulted in a transformational change within the Co Armagh company and it is now a manufacturer and packer of luxury fruit and nut products with a well embedded R&D capability. An example of a KTP in the construction industry is Macrete’s FlexiArch - a modular, precast, concrete arch bridge system. The concept was first developed by Professor Adrian Long and developed through a series of Knowledge Transfer Partnerships with Macrete. FlexiArch has been exported all over the world can be used for any kind of new crossing or highway bridge replacement for up to 10m span. Right now, the KTP team is recruiting a graduate for an exciting project with Portadown based

company Thompson Aeroseating which designs and makes premium business-class and full flat-bed airline seating for airlines across the world. A KTP is also ongoing with the award-winning cycling technology and data company See Sense, and a Partnership with Causeway Sensors, a company specialising in the manufacture of scientific instruments for protein detection and the School of Medicine is also underway. In closing, Lorraine said, “We look back with pride on all that has been achieved but we also look forward with ambition and energy. We will build on the momentum and success of the last 25 years and will enthusiastically seek to continue to work alongside and enrich businesses in Northern Ireland. We are always pleased to hear from organisations looking to grow and develop and are happy to discuss and explore possible projects. We are also keen to hear from enthusiastic graduates who enjoy a challenge.”

Queen’s University Belfast’s KTP team can be contacted on 028 9097 2658 or visit www.qub.ac.uk/ktp

Eye on Finance

A Fresh Approach To Financial Advice A Holywood-based company run by two experienced women financial advisors is promising a fresh and innovative new approach to the financial management marketplace.

Q & Co, based on Holywood’s High Street but with access to the NI-wide office network of sister company MortgageIQ. Tanya and Angela are both Directors of Mortgage IQ one of Northern Irelands marketleading mortgage brokers and a company with a thriving network of eleven offices here. “We provide impartial financial advice to men, women, families and companies,” says one of the two partners behind IQ, Tanya Martin. She’s joined in the venture by Angela Forsythe, fellow Director in Mortgage IQ and an

experienced former financial advisor working in the estate agency and banking sectors. Tanya is a former bank financial advisor with more than 20 years experience in financial advice is also Managing Director of MortgageIQ. “Wealth management and financial advice is a natural development from the mortgage side of the business,” says Tanya. “we have been providing financial advice to our clients for a long time but have never promoted it as a separate brand and service. We believe there is a gap in market

place to expand the service we currently provide and made the decision to launch IQ & CO from our office based in Holywood for clients across Northern Ireland. Our market research says Financial advice is a very traditional kind of business, and it’s one that has been completely dominated by men in the financial advisor role and a female led firm would have a fresh approach and appeal.” It has also invested in comfortable – and confidential – offices in Holywood where customers can come to discuss their financial requirements. “Previously it would have been common for a financial advisor to visit you at home or business premises. We are of course flexible in how we talk to our

clients, but think business is much better done in professional office surroundings where our clients can relax and benefit from our presentation screens, financial modelling tools and support staff. These tools are key to providing transparent and thorough financial advice” adds Angela Forsythe. Both Angela and Tanya say that there has been wholesale change in the financial management marketplace over recent years. “There has been a dramatic drop in the number of financial advisors serving the market,” says Angela. “A lot of advisers have dropped out of the business. Part of that is due to the fact that the fee charging rules have changed and they’re not able to earn commissions from providers they previously did.

Eye on Finance

“ Our market research says Financial advice is a very traditional kind of business, and it’s one that has been completely dominated by men in the financial advisor role and a female led firm would have a fresh approach and appeal.” “And part of it is that advisers have to study harder to gain more stringent qualifications. And that, quite simply, doesn’t suit everyone. Add to that the fact that many of the main banks no longer run financial advisory departments and you start to see how much this business has changed.” Whilst we have been providing financial advice to our clients for many years, establishing IQ & Co, as a brand new player in the marketplace allows us to develop this service further and establish a reputation quickly... by doing things differently. Tanya adds, “Market research has shown that a fresh approach

is needed and we intend to deliver that. We will build our client base as we have built our mortgage base, providing smart, simple, transparent and thorough advice. We use financial modelling tools through discussions with our clients to design a clear plan for them to achieve their financial goals.” With the number of Financial Advisers in UK shrinking from 90,000 to 25,000 in last 10 years there is a real gap in the market for good advisers to meet this need. “We currently have 6 mortgage advisors starting a 2 year training plan to become financial advisors

to help with the demand for smart financial planning. We expect this to at least double in next 2 years” Says Tanya. Technology, they say, will have a role to play in how they deliver customer service. “While face to face meetings are almost always required at some stage, we often use Skype and Facetime to meet online with clients as and when required. We have a flexible and innovative approach to how we give advice and it works for our clients.” says Angela. “Clients have online access to their portfolios at all times. They can log in to see the value of their pensions and

investments and they have access to our support team who are on hand to help any time. We also email all our clients a monthly newsletter with an update on the market.” Tanya says “We firmly believe that financial advice should be about transparency and work hard to deliver this for our clients. A lack of transparency has been a common failing in this space in the past.” Both Tanya and Angela provide advice in all areas of financial planning, they are specialists in complex pension transfer work and have many corporate clients. They use financial modelling to provide future forecasts as part of their planning. They work smarter with modelling tools to deliver a clear transparent solution in very complex areas. They are confident that their fresh approach will be a firm disruptor in what has always been a highly traditional marketplace.

Eye on Law

PRIOR FLOATING CHARGE? WHAT ABOUT MY FLOATING CHARGE? Business owners, both when first starting out and through the years, are helped in their day-today trade by obtaining funding from banks. Often, businesses will receive funding from multiple banks and all parties involved will want to be adequately protected, whether that is a bank by way of its security package or the borrowing business being advised as to what it is signing up to.

s the most recent financial crisis has illustrated, businesses are sometimes met with financially distressing situations and in critical cases, a bank will need to consider its options, which may include taking steps to enforce its security. What should a business and a bank consider when a business is granting floating charges in favour of a lender when it has already granted such a charge in favour of another bank?

Although not new law, the Court of Appeal in England and Wales has recently clarified the position in SAW (SW) Limited v Wilson & Others ([2017] EWCA Civ 1001) (SAW) and banks and businesses in this jurisdiction should look on this case as a helpful reminder of the importance of priority of security and the obligations on a business granting a negative pledge which is the undertaking by the Company not to create security over its assets without the prior written consent of the bank. The English Court of Appeal in SAW affirmed that: (i) a floating charge is valid even where there are no unsecured assets for it to bite on; and (ii) crystallisation of a prior ranking floating charge does not impact on the enforceability of a second ranking floating charge. The facts of SAW A company (Company) granted fixed and floating security in favour of a Bank (Bank B) in breach of a negative pledge contained within a prior ranking debenture granted in favour of a different Bank (Bank A). The result? The floating charge contained in Bank A’s debenture

automatically crystallised. Bank B, with the consent of Bank A, appointed administrators. However, the shareholders and creditors of the Company challenged the appointment. At the time of appointment of administrators, the floating charge contained within the debenture could not attach to any assets as the Company had none and as a result it was argued by the creditors and shareholders that the debenture was not enforceable. The Court of Appeal found there to be no basis in prior case law to support that argument and so the debenture was held to be enforceable. The Court noted that: (i) for commercial reasons companies often grant floating charges to set up a business by borrowing working capital before acquiring any assets; and (ii) in cases where a prior fixed charge has been granted, a subsequent floating charge remains to attach to the security provider’s equity of redemption under the fixed charge i.e. the security provider’s right in equity on full repayment of the secured debt to recover assets which are subject to the charge.

Key points Whether you are a business borrowing from a bank, or a bank lending money to a business, SAW is a useful reminder to banks and businesses, from the outset of a transaction, to consider: (i) the negative pledge provisions contained within a security document; (ii) the effect and likelihood of crystallisation of floating charges; and (iii) for a Bank, that its priority position is adequately protected.

If you are a bank or a business and would like advice on any aspect of banking and finance law, contact Mills Selig, Belfast’s leading corporate and commercial law firm for expert advice and guidance: www.millsselig.com Mills Selig is a leading, fullservice commercial law firm in Northern Ireland offering expertise and understanding in all transactions to ensure the best outcome for its clients.

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Eye on Manufacturing

Ad-Vance Engineering... A High Technology Approach To Serving Industry

Tucked up next door to the Maze regeneration site and Eikon Exhibition Centre to the west of Lisburn is a Northern Ireland company successfully marrying traditional manufacturing skills with the latest technology. 32

d-Vance Engineering designs and manufactures complex injection moulds for use in the plastics manufacturing industry and it’s a company with customers all over the island of Ireland, British Isles and beyond. “There really isn’t anyone else doing what we’re doing here in Northern Ireland,” says Roger Vance, Managing Director and the man who founded the company 14 years ago. “We’re the only company capable of manufacturing high specification

moulds for the plastics industry that is based here. All of our competitors are either elsewhere in Southern Ireland the British Isles or overseas. “Our proactive approach to the market enables us to focus on a customer’s specific needs and translate those requirements into bespoke solutions.” A toolmaker by trade, Dungannon man Vance worked at the old Ford Motor Company plant at Finaghy in Belfast before joining the team at the former Wilsanco Plastics

(now Greiner Packaging) back in Dungannon where he managed the tool room operations. His own company, Ad-Vance Engineering, was established at the Altona Industrial Estate in Lisburn in 2004 but moved in more recent years to a larger site which Ad-Vance acquired close to the Maze complex. The company receives a package of support from Invest Northern Ireland and it’s an operation which ticks most of the boxes for the economic support agency.

Eye on Manufacturing

Not only is it a growing indigenous manufacturer with an important role in the supply chain, but it’s also a company built on innovation and one with growing export success. Ad-Vance employs a team of nine and Roger Vance has been joined in the business by his son Sam, a mechanical engineering masters graduate who worked as a project engineer for GE Aviation in Wales before returning home. Ad-Vance Engineering has customers across a range of industry sectors – automotive, medical, healthcare packaging and building products amongst them. “We’ve built a strong reputation at the quality end of the market,” explains Roger Vance. “Plastics manufacturers can source moulds relatively cheaply from Far Eastern manufacturers, but competing on price with China isn’t something we want to do. We’re manufacturing high quality products for

customers who insist on quality.” As well as manufacturing, Ad-Vance Engineering also offers a mould repair service, and is active in technical research and development producing a range of prototypes for its customer base. On the prototyping front, the Lisburn firm can offer the very latest in 3D printing technology, enabling it to produce prototypes quickly as well as relatively cheaply. A member of the Gauge & Tool Makers Association, the company is a past winner of the R&D category at the Lisburn Business Awards and it has taken part in two of Lisburn & Castlereagh Council’s Westminster trade missions. “A current focus for us as a company is to make sure that we qualify for the suppliers lists at some of the Tier 1 GB-based manufacturers in the automotive and other key sectors,” adds Roger Vance.

“We work in partnership with the companies we supply. We will help to develop their end products right from the design phase. The moulds that we produce and supply, after all, are crucial to their manufacturing process and to the quality of the products they’re supply to their customers. “Complex designs normally go through numerous design alterations before sign-off and this requires an approach to toolmaking that combines a partnership approach with a strong focus on quality. “Only locally-based toolmakers can tick all of the boxes for clients, and I think that’s why our prototyping expertise is increasingly being recognised.” Ad-Vance Engineering plans to recruit new members of staff, but Roger Vance admits that it’s verging on the impossible to find skilled toolmakers in

the current marketplace. Two apprentices are currently working with the company, having been recruited from the local further education college. The Lisburn company also has links with the Polymer Research Centre established at Queen’s University in Belfast, regularly attends trade shows in GB as well as the annual British Plastics Industry Awards, held last year at the Hilton Park Lane in London. “The fact is that almost every manufacturing industry needs plastics in some shape or form and that’s not a situation that is likely to change,” says Roger Vance. “Our objective is to continue to produce high quality moulds and to make sure that we build our customer base on the island of Ireland, in Great Britain and overseas.” The company offers a complete tooling solution from initial design concepts through to prototyping, manufacture, testing, installation and aftersales repair and maintenance. Investment in the latest CNC machinery and CAD/CAM software systems has helped to ensure that Ad-Vance has the capability to manufacture mould tool components to tolerance of as little as +/- 5 microns. The company’s products are sophisticated in design. An injection mould can cost from a few thousand pounds up to £150,000 depending on size and scale. “Traditional toolmaking skills lie behind what we do here. But the manual toolmaking machines have been consigned to history now. It’s a very complex, technologydriven 21st century design and manufacturing process, and one with quality at its core.”

Eye on Sales

Simple Steps To Sales Success If we’re looking for the right answers, we need to start with the right questions. John McKee of Linkubator.com offers his take on sales and how to improve them...

ost of us will agree that Sales is the lifeblood of business. It’s what brings in cash, pays the bills, makes payroll happen, keeps the bank at arm’s length… We also live in a business world where success is typically predicated by sales growth… for most of us, more often that not, “more sales” is the answer we’re always looking for! As a result of this our collective bookshelves are creaking with tomes purporting to hold all the answers “the 3 (5/7/25…) secrets of selling” ,“how to win in any sales situation”, “getting to yes”, etc. etc. is there really a book out there that holds the answers to our universal quest for more sales? I’m personally a tad cynical about the existence of a recipe book full of answers, or a secret list of rules we can follow to guarantee sales growth. Let me be quite clear before you read any further, I don’t know the answers either, and nor do I know for certain that any titles similar to those above don’t include the odd useful pointer here and there, however in my view, growing sales is more about us getting to grips with questions than copying someone else’s answers. Below are a few suggested questions we can all ask of ourselves and our sales team that dig into our company’s approach to selling. 0 = we don’t do it at all, 10 = we could not do it better. It’s not scientific, although conveniently, if you add up your scores, it’ll give you a percentage! More importantly, the questions are laid out in pairs under sequential stages that should intuitively line up with a typical sales process. If you find that one stage score (potential 20) is lower than the

rest, this might be an interesting stage to investigate more fully to find improvement. Let me get the disclaimers in early: this diagnostic has not been peer reviewed and it’s unlikely to simplify your life into a “4 hour week” but perhaps it will help us all to think about how we sell. The real secret is then to act and make the improvements to deliver the growth we all want. Score your company out of 10 against these questions, so you’ll have 20 points possible in each stage.

Preparation (getting ready, thinking about ourselves, who we are, how we compete) 1. How clear is the sales team on how our products and services add value? 2. How well do we know our competitors and our differences from them?

(0-10) ____ ____

Investigation (finding out about our customers / potentials and why they buy) 3. How well do we know our existing customers and where to find new ones? 4. How aware are we of their “pain”, the problem that our products / services fix?

____ ____

Presentation (communicating and linking our solutions to customer problems) 5. How well do we communicate the message of our solution to their “pain”? 6. How proactive are we at presenting our company values and commitment?

____ ____

Negotiation (setting up win / win deals, we make margin, customer gets value) 7. How well do we understand the costs we incur to create the value we add? 8. How do we communicate our value add and link it to a customer business case?

____ ____

Retention (maintaining relationships with customers to win future work) 9. How hard do we work to proactively stay in touch with customers? 10. How well do we understand their aspirations, ambitions and view of success? Two final questions: Where should your score be better, and what are you going to do about it?

____ ____

Eye on Insurance

How To Actually Make Money Investing In Cars

Scrap For Cash, But At What Price For Classic Cars? Pamela Doherty, Classic Car Insurance Manager at Autoline Insurance, laments the loss of hundreds of classic vehicles as a result of manufacturer scrappage schemes...

Money can be made investing in cars, but only if you’re careful. As with any investment, making consistently sound financial decisions means accounting for and minimising all forms of risk wherever possible. Buy cheap, sell fair Find a car in an emerging market, buy it for less than market value and finally sell it on at market value. Even if the car is far from a museum-grade example, ensuring that it’s a solid runner and pricing it accordingly can still make you money. Pick a partner Syndicates are an increasingly popular way to invest, and they work for cars too. Profit will naturally be split between all partners, but splitting the difference can reduce overall risks and increase the frequency and consistency of your investments. Always buy used Bar the most extreme examples, every single car depreciates. Sticking to the traditional ‘buy low, sell high’ method, the best option is to buy a car that the market appears to have forgotten. This may seem riskier than buying a car still in demand, but your initial costs won’t be as high. Research is key, so make sure you know exactly what you’re buying.

he latest round of scrappage schemes, most of which were introduced towards the first half of last year, have taken more than 14,000 cars off the road according to manufacturers’ figures. Virtually everyone from Mazda to Mercedes is currently running a scrappage scheme, with some offering up to £8,000 in return for your old car. At first glance, such schemes are about incentivising drivers to get older, supposedly more polluting vehicles off the public road. In part that’s true, but scrappage schemes are also cleverly designed to give the auto industry a good old boot up the unmentionables every time sales figures start to stagnate. Punters

can indeed get good money for their old bangers, provided they spend it on a brand new car. That makes for a win-win all around though, surely? Consumers will get their nice new vehicles and ‘dirty’ older cars will no longer fog up the air with toxic filth. Dealerships get to keep selling cars, manufacturers get to keep making them and everyone’s happy, right? Not quite. The inevitable caveat is that scrappage schemes don’t discriminate between your tatty old piece of junk and a potential gemstone. Whether it’s a sickly old hatchback or a limited-edition collectors’ favourite matters not; if it’s traded in, it’ll be scrapped. Manufacturers no longer release the sordid details of exactly which cars get recycled as part of their various scrappage schemes, for reasons which may soon become apparent. But the first time that such an incentive was offered, all the way back in 2009, the UK government had the good grace to release a full list of the nearly 400,000 cars that bit the dust all in the name of discount. Among the deceased? Fourteen original Audi Quattros, ten Mazda RX-7s, one Lancia Delta Integrale and thirteen BMW 635 CSIs. Feel

sick yet? There’s more. It also saw thirty-two Peugeot 205 GTis and no fewer than forty Ford Escort Mexicos meet their makers. Any one of those cars would have made a treasured item for fans, particularly the likes of the 205s, Escort Mexicos and that Integrale, all of which are now big-ticket items among collectors and enthusiasts. It’s an obvious shame that someone saw fit to dispose of such iconic machines all for the sake of a few quid towards a new motor, but perhaps it’s even more of a shame that none of their manufacturers saw fit to rescue them from the scrap heap. As big classic car fans ourselves, that’s why we welcomed Ford’s recent announcement that as of the end of last year, it’ll refuse to scrap historic vehicles after one customer traded in a 1959 Standard Ten for a new Transit van. A cute PR stunt? Perhaps, but cars like these will never be made again, and shouldn’t manufacturers – who surely owe their current successes to those of vehicles past – be responsible for preserving them for future generations? Here’s hoping Ford won’t be the last to recognise this.

Know how to pick a winner Whether a car will go up in value or not generally depends on three things: whether it was desirable when new, whether it’s iconic or notable in any way, or if it’s at the very bottom of its depreciation curve. A solid bet is any driver-focused exotic sports or GT car with a manual gearbox, as a market vacuum is currently opening up given that many high-end manufacturers now omit manuals. Learn to use a spanner Instead of paying to have your car fixed, learning to restore it yourself can reduce the amount of money you put into your investment, lessen the risks and maximise profits. Learning to specialise in one particular model means you’ll be able to make better judgements about the cars themselves and reduce outgoing costs. Forget about market bubbles Market bubbles for classic cars don’t really exist; a clean and desirable classic will always have someone somewhere in the world willing to pay good money for it. While some high-end markets are now risking over-saturation, sticking with more affordable modern classics will rarely mean you’ll fall victim to any sort of automotive economy collapse. Be prepared to fail Although these rules will mostly steer you in the right direction, with any sort of investment nothing is ever certain. Still, if you buy a car that you personally enjoy, investing in cars can be incredibly rewarding, particularly as you can’t do burnouts with a cash ISA!

Eye on Banking

Bank of Ireland UK Enterprise Week - providing leadership, supporting innovation and championing business growth.

Jane Harnett, Owner of Harnett’s Oils and William Thompson, Head of Consumer Banking NI at Bank of Ireland UK.

Bank of Ireland UK pioneered Enterprise Week as a means of connecting local businesses with the right expertise, professional advice and relevant support to help them achieve their growth ambitions.

t the heart of the bank’s 17th Enterprise Week initiative, which took place at the end of November 2017, was a series of ‘Growing Your Business Roadshows’ with a focus on encouraging businesses to achieve their high

growth potential through digital transformation, innovation, export and a winning mind-set. A panel of experts drew on their own wealth of experience and shared key insights with assembled guests including Alan Bridle, UK Economist and Market Analyst, Bank of Ireland UK who talked about the challenges but more importantly the opportunities local businesses have to fulfil their potential. The panel also included Steve Orr, Co-Founder and Director of Connect @Catalyst Inc. who is responsible for developing the

support eco-system for entrepreneurs in Northern Ireland, to create and scale innovation companies. Steve talked about the importance of businesses understanding their customers’ needs and the importance of using digital strategies to identify and sell to customers around the world. Paul Creighton, Founder and Managing Director of AES Global who is based in Cookstown, now sells automated gate and entry systems to 20 countries across Europe, the US, Canada, Australia and New Zealand. Paul’s advice

to guests was to start exporting and to overcome what many businesses recognise as fear of the unknown by embarking on the journey with one new market at a time and to grow from there. Steven Cassin, Managing Director of Engage whose business is responsible for developing digital strategies and creating stand out digital experiences that add value to businesses, focused on the need to embed digital transformation beyond the technology and into the culture of a business ensuring collaboration and continual optimisation. Finally, the event closed with an inspirational call to action from Bryan Dunlop of Auxano Learning, whose company helps businesses to increase their performance through building confidence and resilience in leaders and teams. Focus, self- belief, tenacity, passion, determination, commitment, perseverance, adaptability and confidence were cited among key attributes of a winning mind-set and successful organisation. Gavin Kennedy, Director of Business Banking NI, Bank of Ireland UK said: “We had a fantastic Enterprise Week taking the roadshow to Newry, Cookstown Belfast and Derry/ Londondery. Businesses have really engaged with the fact that we are providing sound knowledge, help and some very clear insights on how they can grow their business. “We looked at the key components of what makes high growth businesses so successful. Action is key, and we are delighted to have businesses

Eye on Banking

Gavin Kennedy, Head of Business Banking NI, Bank of Ireland UK.

Alan Bridle, UK Economist & Market Analyst, Bank of Ireland UK. “Growing your business through…uncertainty”

approaching us so that we can put them in touch with the right people to help start them on their digital or export journey.” Enterprise Week also saw Bank of Ireland UK offer local SMEs the opportunity to trade at the award-winning Twilight Market in Belfast City Centre. Jane Harnett, owner of Harnett’s Oils which cold-presses Oilseeds on the family farm in Waringstown as well as Artisan Sea Salt won a coveted place and enjoyed a golden opportunity to raise the profile of her business. More than 18,000 people attended the market over two days. Bank of Ireland UK’s Enterprise Week programme supports

Bryan Dunlop, Auxano Learning. “Growing your business through…a winning mindset”

Steve Orr, Co-Founder & Director Connect @ Catalyst Inc. “Growing your business through…innovation”

business growth throughout the year, particularly with thought leadership events and crucial networking opportunities. In partnership with Catalyst Inc. the bank will host the Future of Work in Northern Ireland Solutions Summit which will take place at the Belfast Waterfront Hall on 28th February 2018. Announcing details of the summit, the Bank said results from a recent poll of over 500 local businesses found, that on average, 50% did not recognise the need to change the way they do business over the next 5 years while 51% viewed digital and IT as a driver for competitive advantage. Gavin Kennedy said: “In this

Steve Cassin, Managing Director Engage. “Growing your business through…digital strategies”

era of globalisation, rapid technological growth and increased automation it is vital that businesses across Northern Ireland have a strategy to manage the changing economic landscape. Northern Ireland has a history and a tradition of innovating and we want to play our part in supporting those businesses who want to seize on growth opportunities in the modern economy.”

For further information and to get involved visit www.futureofworkni.co/

Paul Creighton, Founder & Managing Director AES Global. “Growing your business through…exporting”

Eye on Growth

Growth Continues For NI-Based Auction Giants

Peter Johnston (right) with Wilsons Auctions Managing Director Ian Wilson.

Eye on Growth Wilsons Auctions, already one of the UK’s leading auction groups, has continued its growth agenda over the past year....and shows few signs of slowing up on its progress.

he Mallusk-based group has more than 360 staff spread across nine UK and Ireland auction centres and a similar number of storage depots. It continued on the expansion trail late in 2017 with its very latest acquisition in South Wales. The Belfast company bought over the Newport-based auction business off Jon Collingbourne, one of the South Wales area’s leading car auctions. The deal added Collingbourne’s 40 staff to the total headcount at Wilsons Auctions, and increased Wilsons’ footprint right across the UK. The company also has a busy site at Queensferry in North Wales. “When I started out in this business with Ian Wilson, there were just 12 of us here in Mallusk,” says Peter Johnston, Wilsons Auctions’ Group Operations Director. “Now it won’t be too long before we’re passing the 400-employee mark.” Around the UK sites, car and vehicle auctions form the mainstay of Wilsons Auctions business. But the company has also established itself as the industry leader when it comes to government asset disposal contracts. It holds contracts to auction proceeds of crime and other goods on behalf of a growing number of clients including the Home Office, a number of police forces, the National Crime Agency and other government authorities.....and that can mean selling off everything from luxury vehicles to jewellery, boats and foreign properties. Even thoroughbred horses have come under the hammer. “We’ve built up a lot of expertise on the asset recovery front,” says Peter Johnston. “In fact, we’ve been invited to speak at a number of international conferences on the subject and, just recently, we hosted a delegation from the Maltese Government who were keen to find out more

about best practice when it comes to asset recovery work.” Johnston is well aware that the company’s asset recovery work can leave it open to some element of bad press. “There are always a few who’ll say that we’re profiting from the misfortunes of others, not when it comes to the proceeds of crime but when the goods being sold are the result of company failures, for example. “But our argument is that it’s simple economics. We’re providing an important service and the goods that we’re selling off are being bought and put to good use by other companies and individuals. It might not always be popular.....but it’s important.”

“ When I started out in this business with Ian Wilson, there were just 12 of us here in Mallusk,” says Peter Johnston, Wilsons Auctions’ Group Operations Director. “Now it won’t be too long before we’re passing the 400-employee mark.” The sheer volume of items being put under the hammer at Wilsons Auctions is staggering. The company sells over 170,000 vehicles alone per annum across its branches and has a hammer total of over £300 million. One of its busiest car auction sites outside Belfast is at Newcastle-Upon-Tyne, where Wilsons Auctions bought over a former British Car Auctions site a number of years ago. The Newcastle site sells some 32,500 vehicles a year, and has just benefited from a £1.2 million refurbishment investment by the parent company.

Wilsons Auctions remains a family firm at its core, and was honoured in December at the UTV Business Eye Awards, where it was named as Family Business Of The Year. With Managing Director Ian Wilson at the helm, members of the Wilson family are also closely involved in the business right across the UK and Ireland. Peter Johnston, for his part, spends a fair amount of time travelling around the company’s bases in England, Scotland, Wales and the Republic of Ireland. “It’s important to us as a business that we maintain our high standards wherever we are doing business,” he says. “We’ve built up a very strong reputation for providing the most professional auction services available anywhere on these islands.” It’s inevitable that the company’s future plans revolve around further growth. “We now have operations across

the UK and Ireland but, when you look at the map, there are gaps. We’re always interested in plugging those gaps.” Wilsons Auctions nowadays ranks as one of the leading players in the UK auction sector. It’s smaller than the big guns of the business, companies like British Car Auctions (BCA) and Manheim, but considerably larger than most of the others in the industry around the British Isles. “We don’t want to be the Tesco of the auction business,” adds Peter Johnston. “We’re still a family business and we’re determined to remain close to the communities that we serve. So we’ll not be spreading ourselves too thinly across the country. That said, there is plenty of scope for further growth.”

Eye on Education

A High Tech Future For Construction Michael Graham, Group Executive Chairman at GRAHAM, returned to his Alma Mater, Campbell College, recently to talk to 20 Year 13 STEM students about how to pursue a career in construction and why the future for construction is more innovative than ever.

What did the audience say? REUBEN BEERS, Year 13 Not just high-vis jackets, hard hats and muddy boots. My highlight of the talk was the virtual reality experience that allowed the user to see the construction plans in first person before they are put in to effect.

fter studying in Bristol and a period working in London, Michael returned to Northern Ireland in 1989 fulfilling a variety of roles in GRAHAM before becoming Managing Director of GRAHAM Construction in 1997 and later Executive Chairman of the GRAHAM Group in 2007. In this time the business has grown from 300 employees to over 2,000 and is forging a future for construction that is unrecognisable, thanks to the adoption of innovative technologies such as Business Information Modelling, which he demonstrated to a room of tech savvy pupils. As Michael comments, “I was delighted to have the opportunity to talk to the pupils about the varied and

JAMIE DOYLE, Year 13 rewarding careers available in Construction. In the UK alone there are over 3 million people employed in the industry that is 10% of the working population delivering £90bn of benefit to the UK economy annually. It is estimated that some 400,000 recruits will be needed each year for the built environment sector between now and 2021 to create the homes and infrastructure the nation needs. It is a growing sector and an exciting one to be part of.” Michael continued, “Construction is an industry that has multiple entry routes and offers genuine opportunities for everyone to develop and progress to the most senior leadership positions. With the range of careers available there is high

job satisfaction. In fact, there is nothing more rewarding than being able to see what you do develop before your eyes and, when finished, be able to look up at your project and say ‘I built that.’” Michael presented a ‘hands on experience’ for the students as each was given the opportunity to try a 3D headset and explore a digital representation of a site under construction, “Technology has revolutionised the industry and it is exciting to watch as the next generation start to explore the possibilities. I like to challenge those pre conceptions about construction and am intrigued by what comes next…the challenge for the next generation will be to continue the innovation. “

The part I found most compelling was how GRAHAM have utilised virtual reality to turn their clients vision into a reality. Mr Graham’s presentation confirmed that the construction industry has moved on to embrace technology.

REX TINSLEY, Year 13 I was fascinated by the use of drones to deliver surveillance videos of larger construction sites - a technique that only takes minutes with drones but would take hours by walking the site. I was so interested that I have applied for a work experience placement with them so I can learn more.

â&#x20AC;&#x153;There is something different about Campbell. Pupils love it, teachers love it. It really is the best school.â&#x20AC;?

Inspiring Individuals Please call +44 (0)28 9076 3076

www.campbellcollege.co.uk

Eye on Technology

NI PLC - What’s Productivity Got To Do With It? By David Armstrong, Head of Business (Northern Ireland), Vodafone UK

Productivity remains a hot topic as the UK continues to look for ways to boost output.

ut why is this important? Why should Northern Ireland businesses take note? In its simplest form, productivity in the workplace is about doing more, faster. If done right, it can help a business to achieve a significant competitive advantage. Many businesses are now realising that if they focus their efforts on improving productivity from the resources they already have, they can operate more efficiently, achieve more, quicker, and ultimately steal a march on their competition. A workforce operating in an environment that is not efficient, streamlined or focused on the factors that help individuals to perform at their best will find it takes their employees longer to do things and they will achieve less in the time available. The obvious conclusion from this is that a business will become less competitive and not achieve its true potential. To get to the heart of why productivity is a priority for Northern Ireland, we must first understand the main drivers of productivity in the workplace. In 2016, Vodafone commissioned, “The Power of Productivity” report in association with the London School of Economics (LSE). The report identified three main levers influencing productivity, namely: i) management practices; ii) technology; and iii) an agile workforce. The report found that if addressed in unison, these drivers can act as “productivity enhancers”

- boosting the economic performance and competitiveness of a business. For Northern Ireland the report shone a light on the path for NI businesses to follow. As a follow up to this earlier study, Vodafone published a new report towards the end of 2017 looking at the allimportant, and often over-looked, employee perspective. This study of over 3,000 employees from across the UK sought to find out more about what UK businesses can do to stimulate a more productive workforce.

“ To get to the heart of why productivity is a priority for Northern Ireland, we must first understand the main drivers of productivity in the workplace.” Whilst opinions varied about personal productivity, the overarching conclusion from UK employees concurred with the earlier report in that management practices, such as fostering a sense of team, reducing meetings and streamlining processes, need to be addressed and technology needs to be embraced in order to facilitate a smarter and more efficient approach to working. Another clear finding from the study was that workforces are now more diverse than ever before, with several generations of workers working side-by-side. It is clear that successful organisations of the future will be those which can find a way to harness the benefits each generation can bring to the workplace. This might be by introducing a more

tailored approach to their training programmes, for example, so that they match the development needs of each specific generation. Whilst many businesses are progressive in how they manage their talent - offering training and support, providing appropriate technology and looking at where employees need to be to do their job best, there is still an opportunity to really drill into these areas to see where gains can be achieved. To keep up and compete strongly in both local and export markets, the Northern Ireland business community needs to listen to their employees and find a way to meet their unique needs, no matter which generation they are a part of. By nurturing a more content and involved workforce, productivity levels will improve with the added bonus that customers should also begin to experience a better level of service. Ultimately, the business will benefit. We need to find a way to get

the best from our people and nurture their talent, no matter the generational divide. If we achieve this our businesses will benefit with the obvious knockon effect for the local economy. As part of Vodafone’s efforts to stimulate the conversation on the topic and to look at ways technology can help boost productivity, it hosted a “Productivity Nation” event at Titanic Belfast. Speakers from Vodafone, Samsung, The University of Ulster and Belfast Trust discussed how Northern Ireland can compete on the world stage.

If you’d like you to ensure your business is making the most of digital technologies to unlock your employees’ full potential, visit http://bit.ly/2ySgjFz to access a copy of the report, or alternatively, please contact David Armstrong on david. armstrong2@vodafone.com

Eye on Finance

2018... Bring it on! You’ve heard me say this before. Change is good, be positive, challenge the ‘norm’, shake things up. Now that doesn’t mean I’m always seen sporting a silly smile - far from it, but I try to approach life expecting the unexpected and facing challenges head on.

hat way I feel able to cope with almost anything. I think across NI this kind of spirit was never more relevant and thankfully evident as it was in 2017. If I were to sum up last year in one word, it might be ‘uncertain’. Every situation and scenario was prefixed by uncertainty on some level. BREXIT permeated every conversation and the implications thereof were and still are uncertain. Investment decisions - large or small - slowed and in some cases stalled due to uncertainty around budgets, access to skill sets, costs, planning delays, etc. Diversification and development globally in terms of looking beyond our shores for suppliers and buyers became more tentative due to uncertainty with currency and fear around funding and again exiting the EU and trade conditions. Pressures on general trade conditions in terms of price, competition, and running costs led to a conservatism in business and a reluctance at times to commit. And of course I can’t leave 2017 behind without referencing our most uncertain ‘Elephant in the room’ - Stormont. A non functioning executive became the embarrassing talking point which, whilst comical for many commentators to poke fun at, was and remains a key detriment to economic stability and growth for NI. No successful organisation can function for an extended period without leadership. Inertia and yet again, uncertainty, is not sustainable. However - what I did see across NI late in 2017 and now into 2018 is a resilience and determination in business. We have all become weary of negativity and I sense a more stubborn attitude developing. We are not generally an outspoken population in terms of openly criticising what we don’t like. Neither are we ebullient in terms of praise or plaudits. However, every day now I see and hear business owners and thought leaders, commentators, press and media publications all speaking out. There is more of a coming together of business organisations with one voice. And we are all demanding leadership, focus on business, appropriate representation of NI at the BREXIT negotiations and a recognition of our special status and a real drive to push NI back up the economic agenda and away from legacy issues which were in danger of dragging us back into our painful and divided past.

Indeed, Arlene Fosters speech at a recent business summit in Killarney was one of reconciliation and bridge building where she stated her commitment to ensuring good relations between NI and ROI through and post BREXIT. This is surely a positive move and whatever your politics, I think we are all agreed that we must move away from ‘tribal’ matters and welcome more of this language. 2018 has its challenges, of that there is no doubt. There will be more and more BREXIT posturing and planning. Inflationary increases could lead to interest rate rises as a control valve and this then brings wages pressure at a time when the skills gap is widening in some key sectors. Volatility in sterling will potentially continue to put some businesses off major growth plans and then we have the non EU related trading issues. The US position and attitude as only one example.

“ What I did see across NI late in 2017 and now into 2018 is a resilience and determination in business. We have all become weary of negativity and I sense a more stubborn attitude developing.” I did start this article by talking about positivity though and I do feel that 2018 will see NI business owners and business representatives taking some ownership themselves. Carving their own path and driving change despite the lack of Executive. I do see challenges ahead of course and we will have a bumpy ride, but conversely I sense a dogged determination to just ‘get on with it’. Our economy is built on SMEs and family owned businesses and we are not quitters. To use a colloquialism, we can be ‘thran’ when we choose to be and that means we always find a solution. We have many success stories across NI. Recent headlines about First Derivatives, MJM and the hospitality sector in general give comfort and hope and set a fine example of what hard

work, focus and self-belief can achieve . Our own business has seen unprecedented growth in the last quarter of 2017 and we are reinvesting to launch our own supply chain funding vehicle in Q1 2018. This, for Upstream, is a key development which we see as transformational for our own clients and the wider SME population. We are committed to supporting the working capital needs of business throughout 2018 and well into the future. We have seen real evidence of collaboration between the various funding partners - Banks, corporate investment providers, INI loan funds and Private investors in 2017 and this is a platform we will build on this year. So the team in Upstream is positive, focused and driven to serve the funding needs of growing businesses. We want to support import funding, export funding and everything in between by providing a truly seamless Supplier to Buyer solution. Forgive the unashamed plug but my point is simple. If we choose to be negative and see everything in black and white, we will reap what we sow. If however, we choose to approach life with a ‘can do’ attitude we can live life in colour. NI business owners are resilient. They are not quitters. Someone remarked to me this week, Judith , “Quitters never win and winners never quit”. I like that, don’t you?

Judith Totten, Managing Director Upstream Working Capital Ltd Suite B , Ground Floor 40 Linenhall Street, Belfast BT2 8BA Office : 02890 999450 www.upstreampositive.co.uk

Eye on AgriFood

Fishing families invest in future growth

Kilkeel harbour authorities and the fishing industry are seeking major investment in facilities to enable the industry to grasp post-Brexit opportunities.

Sam Butler looks at how fishing families in Kilkeel are preparing to grasp the business opportunities likely to flow when the UK leaves the European Union next year.

wo of the biggest business investments made over the past six months have been made by the fish and seafood industry here…and both involve family enterprises based in Kilkeel, Northern Ireland’s fishing hub. The industry, of course, was among the biggest supporters of Brexit and has been busy since the vote implementing measures to ensure its ability to benefit from the expected removal of the tight quotas that have inhibited its growth over decades.

The biggest issue facing the local industry is the inability of Kilkeel harbour to handle the larger boats involved in pelagic fishing for herring and mackerel in particular. The fact that around 500 new jobs have been created in the past year is a further indication of the growing confidence of an industry preparing for a bright post-Brexit future. An imaginative development plan has been tabled by the port authorities that could see the outer harbour extended and opportunities provided for new fish processing and marine engineering operations. The expansion will also facilitate its development into Northern Ireland’s developing off-shore sector. The naming of the fishing vessel ‘Voyager’ in November at Skagen in Denmark was probably the most significant boost for the fish and seafood industry and a massive vote of confidence in its future by the

McCullough family in Kilkeel, among the most respected in the industry. Voyager was the culmination of the £30 million project for one of the most successful fishing businesses in Europe. The vessel is the most technologically advanced of its kind in Europe. Equipment for the trawler has been sourced from throughout Europe and the ship’s entire suite of electronic equipment was ordered through SIRM UK at Kilkeel, emphasising the family’s wish to maximise the local content in their fishing business. All 13 crew members come from Northern Ireland too. It has been landing its catches at the bigger harbour of Killybegs in Donegal The vessel is, in effect, a high-tech processing factory with a highly skilled crew. Voyager’s total cost has been funded by the McCullough family,

a total private sector investment with no input from public funds. The ship itself represents the ‘sharp end’ of the business and is the tool that catches the valuable fishing rights held by the company. Pelagic fish stocks, including mackerel and herring, are the target species of Voyager. Together with the Kilkeel owners of Northern Ireland’s two other pelagic trawlers, the McCulloughs have been to the forefront in ensuring their catches are taken from sustainable fish stocks. The owners, Arnold and Robert McCullough, are recognised throughout Europe and beyond for their determination and ambition, which has witnessed them build upon the success of their late father Bobby McCullough to reach the pinnacle of the European fishing industry. Voyager, however, is unlikely

Eye on AgriFood

Investment at Kilkeel would enable fishing vessels there to land herring and mackerel to existing harvests of scallops and prawns.

to be seen in Northern Ireland soon as the infrastructure needed for the trawler does not exist around Kilkeel. Cross-party political support for the Kilkeel project did result in a business case for the new outer harbour being commissioned by the Strategic Investment Board and financed by Executive departments, Newry, Mourne and Down District Council and the fishing industry itself. The report concluded that the infrastructure investment needed would realise significant economic return for Kilkeel and the wider regional economy. In other words, the revenue generated by the project would pay for the investment. This report predated the EU membership referendum and it is anticipated that Brexit will generate additional opportunities for Northern Ireland’s fishing industry, both at sea and onshore. Alan McCulla, chief executive of the Anglo Northern Irish Fish Producers Organisation (ANIFPO) and chief executive of Sea Source, hopes the pressure from the local industry and wider community will be successful. “The result is that landings from Voyager will continue to be made for the foreseeable future into other EU ports. Together with the bunkering and maintenance facilities, these ships require this means the Northern Ireland economy is forgoing a significant income, including job creation,” he adds. “The owners of the Voyager like the other local pelagic trawlers have committed to landing part of their catch into a new harbour and this has

“ Central government could assist more by recognising the value the industry in providing for UK food security and recognising the skills that fishermen here possess.” helped stimulate international interest in investing in the Kilkeel project, but again such investment is ultimately deterred because of the lack of official progress with the harbour,” he continues. Another multi-million pound was made by the Glenluce Fishing Company which added a new boat, Unity, to its fleet following a multi-million-pound investment as it prepares to grasp new business opportunities especially post-Brexit. Also purchased from Denmark and refitted by Glenluce, which is based at Kilkeel, it replaces a previous vessel owned by the firm and is now among the biggest and most modern vessel of its type in Northern Ireland. Bought to grow the company’s already strong white fish and prawn catch and to capitalise on quota changes, Unity’s size, capacity and modern systems mean it is able to travel further afield and can fish and land catch more economically and efficiently. The Glenluce Fishing Company is run by the Orr family and employs 24 people. An active member of the Northern

Alan McCulla: Sea Source managing director Alan McCulla is concerned about shortage of local employees for future growth.

Ireland Fish Producers Organisation (NIFPO), the significant investment by the Orr family in ‘Unity’ has been welcomed by that body’s chief executive Harry Wick, who points to a strong year for the local industry and optimism for 2018 despite political uncertainty. He says: “We are delighted to see Unity, one of the largest and most modern boats of its kind, join the Northern Ireland fleet. It’s a great addition to Glenluce Fishing Company and will allow them to quickly capitalise upon any likely quota changes and regulatory changes brought about by Brexit. “Competition in the Irish Sea basin is fierce and despite political stalemate locally, which has impacted infrastructure projects, 2017 has been a strong year for the South Down and Kilkeel fishing industry. “Northern Ireland’s responsible fishing practices over the last few years are paying dividends with an uplift in prawn, cod, and haddock quotas and this positive outlook is further enhanced by Brexit and the opportunity of added ownership and management of our fish stock over the coming years.” He adds: “At the same time, fish and shellfish have enjoyed high prices, employment in the sector continues to grow, and there is continued optimism among our members as

evidenced by investment in new vessels such as this.” First Trust Bank supported the Glenluce investment. Another major hurdle the industry is currently addressing is an acute shortage of skilled staff and potential locally recruited apprentices. The industry has become dependent on workers from Europe and beyond. They may be affected adversely by Brexit. There is a great need, therefore, to make fishing more attractive to young people here in particular. “Industry is doing everything possible to improve the image of the fishing industry, promote and market UK seafood at home and abroad and in doing so seek to increase the quayside prices of fish and shellfish,” Alan McCulla says “With diversification into other marine based activities all of this is designed to maximise the financial rewards available and encourage new entrants to pursue a career with the fishing fleet. “The industry is working with a range of government departments and agencies to help UK nationals enter the industry, using school programmes, apprenticeship initiatives and recruitment drives. Central government could assist more by recognising the value the industry in providing for UK food security and recognising the skills that fishermen here possess,” he adds.

Eye on Round Table

Belfast City Centre...

Driving Regeneration Forward

Business Eye joined forces with Danske Bank to stage a Round Table Discussion at Danske’s Donegall Square West headquarters looking at the regeneration of Belfast city centre....what has been achieved....what can be achieved.... and what the obstacles to progress are.

RB – So, Belfast City Centre regeneration....what has been achieved. Can I ask each of you for your personal perspective? BL – I think a lot has been achieved but I also think that we’re trailing a bit behind some other regional cities. Cardiff for example has tied in its Transport Hub with the Sports Stadium and totally regenerated that area and many others have used media clusters to promote jobs and development. I think we’re on the right track, but we are far from being the finished article. AB – Think where we were ten years ago after a brutal recession and it’s clear that we’ve achieved a lot. We shouldn’t be shy about acknowledging what we have done. We’ve started but we certainly haven’t finished. We have to keep moving forward at pace. GS – I would echo that. Belfast has had some £3 billion invested in it over the past decade. It has the fundamentals of a city that can achieve a lot more....with a young workforce, double digit growth sectors, a new university campus. There has been a lot of change and there will be a lot more.

The Participants

RR – Regeneration is a broad term and there’s no doubt that a lot has been achieved here. We’ve been through a bit of a mini boom since mid-2016 and it will be interesting to see what happens next.

Geoff Sharpe, Head of Corporate, Danske Bank

Brian Lavery, Managing Director, CBRE Northern Ireland

Nuala Gallagher, Director, City Centre Regeneration, Belfast City Council

NG – It is an exciting time. There has been some really good progress.... Ulster University development, student accommodation, and many new hotels. There is a lot more to do but we’re on the right track. Regeneration is about how development positively impacts on the city and its residents in a social, economic and physical sense. We have some very significant targets in the Belfast Agenda, the city’s first community plan running up to 2035, around growth of employment opportunities and population. We’ve a lot to do, but we’re up for the challenge. RB – What are the key targets that you mention?

Anthony Best, Director, Lacuna Developments Ltd

Rajesh Rana, Managing Director, Andras House

Richard Buckley, Editor, Business Eye

NG – The overarching target is to grow the city population by 66,000 people and have our economy support 46,000 additional jobs. This will require increasing the investment that we have coming into the city. Across all of this, a priority for the council is reducing deprivation in parts of our city...growth has to be inclusive.

Eye on Round Table

AB – And we have had a surge of development in Belfast, evidenced by the number of cranes on the skyline. What’s important now is trying to maintain the pace. As Nuala has said, it’s not all about numbers. You can develop new hotels, but you need to think about who’s going to work in them and where they’re going to live. It’s a broad picture and a lot of different factors need to be considered. RB – What are the priorities when it comes to regeneration? AB – Spatially, the area from the city centre south, going down Great Victoria Street towards Queen’s, needs new focus. With the new Belfast Hub there is a massive opportunity to bring investment into an area that really needs it. And Anthony is right, we do need a joined up approach in terms of skills and bringing people into the city to live. GS – It’s important too that we have a clear infrastructure strategy. It’s good to see a transport hub and transport strategy, but developments like the Yorkgate Interchange are crucial. AB – Bringing people into the city to live can help with transport problems. Belfast is different from other cities in that no one wanted to live in the city because of our legacy issues, and that’s only changing now. But we still have a bit of work to do to make this a 24-hour city. BL – It’s definitely in our opinion the next piece of the jigsaw for Belfast. The

residential offering is very important. At the moment, finding city centre accommodation for a young workforce coming into our IT sectors in particular is very difficult. That has to change. RB – How important is that for the City Council? NG – It’s very important and we’re working with the private sector, Housing Executive, Housing Associations and other stakeholders to make it a priority. We have to look at issues of land availability, getting the right mix, as well as the necessary infrastructure to support it, such as open spaces, etc. The ultimate aim is a vibrant and cosmopolitan city centre. Tourism plays an important role too. There are more hotels coming forward and that’s very welcome, but we’d also like to increase our tourist offering in the city, helping support existing retail, food and beverage and the night time economy. RR – We have to decide what we mean by city centre. One issue we have is that the retail core is pedestrianised. That goes back to the security cordon that was built in the 1970’s. Pedestrianisation works well for retail, but only for retail. Any business that stays open after 6 pm isn’t going to work in parts of Belfast city centre. I think we need a study on pedestrianised areas and how many of them we really need. RB – The new university campus and the opening of student housing is all happening quite quickly, isn’t it?

AB – We opened our first big scheme at the old Belfast Met building in 2016. Since then we’ve opened Dublin Road and we’ve got a couple more sites to come on stream. It’s a new concept for everyone in the city, but it has huge potential, it does bring investment and it takes a bit of the pressure off areas like the Holy Land. What should happen is that areas like that can be returned to mixed use. BL – It’s disappointing that Belfast can’t deliver a major project like the Yorkgate Interchange, which has been put back to 2020. RB – That’s an issue for government. So how big a problem is it that we don’t have a working administration at Stormont? AB – It’s the elephant in the room, isn’t it? It certainly doesn’t help. We’ve been through a lot and we tend to get on with it. But Brexit, the border, the Executive.....it’s not a great combination, is it? If you’re asking an investor to compare between Leeds, Manchester and Belfast, Belfast doesn’t have all of its ducks in a row. On the positive side, though, we’ve got real opportunities. BL – I think we’ve been able to get through the past year without too many negative effects, but once it creeps past a year, it’s a problem. Even if it all starts again soon, we’ve got a backlog of a year when no decisions have been made. We’re continually embarrassed and making excuses for lack of progress from our politicians.

GS – When we talk to our customer base, both here and elsewhere, it is number one on the agenda. That said, there is a resilience amongst the business community and a willingness to get on with things. NG – It’s by no means ideal for any of us. The Council has kept on working and we keep spreading the message that we’re open for business, continuing to promote the city for investment regardless of what is happening at Stormont. RR – There is a lot to be said for councils like Belfast having power over regeneration and transport issues, taking the job away from an Executive that isn’t working. The big councils in England have those powers. RB – What about the planning process? Has it improved or is it still a problem? AB – There has been a bit of a shakeup and, to be fair to the Council, it has stepped up to the mark and not shied away from the issue. It’s fair to say, too, that it’s not all onesided. The quality of applications hasn’t always been up to scratch. RR – But it’s a lot better than it was when it was under the civil service. NG – Planning came across to councils a couple of years ago and, as with any new functions, that comes with challenges but we are working hard to improve things. We’re trying to

Eye on Round Table NG – We’re working very hard with the central government and its relevant departments. I think we can make it work at a local level. Certainly, there is a willingness from all sectors to maximise the benefit that we can get from this deal. RB – This will be a big year for the hotels sector. But where will we be once the new ones have opened? Do we need more and what about tourism in general?

promote planning as an enabler for the city. Planning has always been seen either as a magic bullet or a scapegoat. But it should be about good partnership, early engagement and both the private sector and public sector working together for a better city. RB – What about the transport infrastructure? NG – Belfast Rapid Transit coming on stream in September will be very positive. We want to increase the population and employment offer and the city won’t cope well if we don’t radically improve public transport. GS – But you only have to come in on the M1 or M2 in the morning to realise that we’re still a rural geography and one in which people are dependent on their cars. So there’s only so much that can be achieved by better public transport in and around the city. BL – Are we not coming back to the same problem? Without government, these decisions aren’t going to be made. AB – We’ve also got a mindset to change, I think. You can put on the very best public transport but the mindset is to walk out of the door and jump into the car. It’s a cultural thing and it’s hard to know how we might change it. RR – People make transport choices in different ways. If public transport is quicker, comfortable and affordable, then I think people will use it. But

there is no doubt that we have a car society here in Northern Ireland and it’s going to be hard to change habits. RB – How is the office market, Brian? BL –There is definitely demand. We’ve identified a 250,000 sq.ft requirement this year alone, and a lot of organisations are looking to update and improve their offices, never mind the inward investment companies. So there is a lag between new build offices and the existing demand. We believe the new Northern Ireland Investment Fund may help this and it’s not dependent on pre-lets being in place, it does apply to speculative investments. GS – We feel that the market has been very active. The average over recent years has been around 400,000 sq.ft of lettings a year. As a bank, we’ve funded a number of city centre developments. Weaving Works on Ormeau Avenue is a recent one, and it will be occupied by First Derivatives. It’s a great example of an old industrial building that has been developed into offices for a leading edge corporate. One of the challenges is that imbalance between supply and demand, and we are a bit less mature than other cities when it comes to preletting. To fund office development on a speculative basis is still a challenge, particularly with long lead-in times. That makes it all the more encouraging when pre-letting does take place. RB – The Belfast City Deal.... how important is it?

AB – It’s a game changer. It’s a huge amount of money and it can help across the board. Fundamentally, it allows the council to mould the city as it wants and it’s vital to knit the city together through partnerships. It’s a huge fillip for us. NG – It’s a City Region Deal so it’s Belfast and the five surrounding council areas and it equates to a billion pounds of investment coming in. It has been a game changer in cities like Glasgow, and I think it will help bring forward significant growth and employment opportunities. BL – My only question would be around responsibility for regeneration. Cities like Glasgow had those responsibilities at city level, whereas we don’t. But maybe the City Deal can help to sidestep that?

RR – I think we’re in a good place. The fundamentals are strong. The Belfast Waterfront is doing well on conferences and they need more hotels in particular to meet demand. And there are other positives. July used to be a dead month....now it’s one of the busiest. This year will be interesting with a 30% increase in hotel bedrooms. It’s not all good news. The Capital of Culture not going ahead doesn’t help and people were confident that Ireland would win the right to host the Rugby World Cup. And we do need another visitor attraction....maybe one built around Game of Thrones. NG – Additionally we had over 97 cruise ships last season and we’re scheduled to exceed that this summer. But we’ve got to keep building on all the good work that is being been done by Tourism NI, Visit Belfast and others and try to increase the dwell time and spend profile of tourists coming into the city. Tourism accounts for 5% of our GDP, across the UK and in ROI tourism GDP is almost double that, so we need to continue to grow the offer. AB – What about licensing laws and Sunday trading. Are those a continued problem? Visitors staying here at weekends have their

Eye on Round Table breakfast on a Sunday, head out into Belfast and find that nothing is open until 1 pm. It’s not great, is it? RR – The licensing laws are a problem and Hospitality Ulster have done a great job highlighting the problem. As for Sunday trading, there’s no doubt that visitors find it odd that the city is closed for a good part of every Sunday. RB – Are there opportunities as a result of Brexit, or is it a negative? BL – I think there will be opportunities. But we need to be smart enough to be able to play it the right way. We have had quite a few enquiries from hedge funds for example, who are considering Belfast ahead of Dublin for operational reasons. We need to identify the opportunities early. AB – There may be opportunities, but a lot of that will lie with the Executive or lack of it. It’s all about who is steering the ship. We have to be quick on our feet to find and take any opportunities.

RB – Are the banks stepping up to the mark when it comes to funding regeneration?

NG –If any region is going to benefit, then Northern Ireland must be in a prime position. But we must be ready to take up any opportunity, having an Executive in place would help enormously, however within the council it is business as usual and we are working hard to position and market the city to avail of any opportunities that may come forward.

GS – I can only answer for Danske Bank, and we have certainly stepped up to the mark – and continue to do so. We’ve committed £500 million over the past four years to a wide range of projects in the hotel sector, residential sector and office sector. Weaving Works, I’ve already mentioned....The Gallery on the Dublin Road, and other hotel projects. Where there is income and cashflow, we’re likely to have an appetite for lending.

GS – We ran a series of events for business customers across Northern Ireland recently, and what came through was that many of them are focusing on opportunities around Brexit, as well as potential threats.

RB – What are the obstacles to progress, aside from the ones we’ve already mentioned? AB – I think that the funding landscape

has changed beyond all recognition. The banks are more active as Geoff has said, but there is a reliance on companies with strong equity available to back up available lending. That can be a challenge. BL – I agree. But there is certainly demand for the right product. Belfast Harbour is an example. They built two office blocks without the need for lending and they’ll both be fully occupied by Easter of this year. Those new offices have improved that part of the city....but we also need them within the city centre itself. I fully understand why banks may not want to fund speculative developments, but we do need that kind of funding.

NG – The City Region Deal is a potential game changer that will encourage growth in development and employment opportunities. Growing tourism is essential, it would be good to see the proposed new visitor attraction the council are leading on come forward. We’d like to build on what’s been achieved and also ensure regeneration benefits existing Belfast businesses and residents, and local connectivity is improved across the city, promoting meaningful inclusive growth. Finally we want to make real progress on increasing the residential offer within the city, with quality housing and mixed use schemes coming forward.

NG – We recognise that funding gap, and the council is keen to help where possible and appropriate with the City Centre Investment Fund. We’re also aware that there is a lack of available land for development and a surplus of surface level car parks, and we are keen to work with the private sector to see how we can help vacant land come forward for development. We’re also looking at council land to assess what areas are appropriate for development.

BL – City living accommodation and grade A office space are both important next steps for Belfast. But we also need some cohesive thinking from the Executive on other unique benefits that may come out of Brexit.

RB – To wrap things up, what would each of us like to see happening here in Belfast over the next couple of years?

GS – Broadly speaking, we appear to be in agreement that this city has some serious potential. Going forward a bit, we’ll have a new student population and more people living in the city, we’ll have a new transport hub, maybe a second major tourist attraction and perhaps more Grade A office projects coming out of the ground. There’s no doubt that a lot can be achieved.

RR – The future is bright but I’d like to see a more joined up approach between the government agencies to boost regeneration. Getting the legislative framework back up and running would be a big help.

AB – Three things. The City Deal producing results, a dynamic and stable Executive and some certainty around Brexit. If we had all three of those, the rest would fall into place.

Eye on News

CITY AIRPORT LIFTS ARTS & BUSINESS TITLE George Best Belfast City Airport has won the Business of the Year title at the 2018 Allianz Arts & Business NI Awards.

he prestigious accolade, which is awarded to a business that has excelled in integrating arts and culture through different facets of its business strategy, was presented in front of an audience of 250 business and arts leaders in Northern Ireland at a ceremony at the MAC on Wednesday night. It is the fifth Corporate Responsibility award presented to the airport over the last 10 months, with previous successes including the Business in the Community Responsible Company of the Year and the Right Place to Work at the Irish News Workplace and Employment Awards last June. Alongside supporting arts and cultural projects through its Community Fund, the airport shows a strong commitment to

investing in the future of young people through the arts by working with many local arts organisations, including a longstanding partnership with Cinemagic. Michelle Hatfield, Director of HR and Corporate Responsibility at Belfast City Airport, said: “It is a huge honour to receive this award from Arts and Business NI, which is a testament to the commitment and support for all our staff at the airport as well as the strong partnerships we have built with Cinemagic and other organisations that support arts and culture in Belfast. “At the airport, we have been able to see first-hand the impact that involving young people in meaningful projects can have. Our relationship with Cinemagic has grown from strength to strength over the last number of years and, together, we have been able to deliver some wonderful initiatives. “These have included a showcase project of two short films produced by secondary school pupils about mental health. We have also supported

Sean McGrath, CEO, Allianz; Martin Bradley, MBE, Chair, Arts & Business NI; Michelle Hatfield, George Best Belfast City Airport (Business of the Year Award winner) and Mary Nagele, Chief Executive, Arts & Business NI.

the Cinemagic film festival and are currently managing a creative young leadership project. “Through this, 25 inspirational 16 to 18-year-olds are working together to develop lifelong skills and talents, with our employees having the opportunity to volunteer as youth ambassadors for the young people involved.” To date, Belfast City Airport and Cinemagic have delivered festival workshops for more than 4,000 young

people connected to the airport’s Adopted Schools programme and over 20,000 young people have been engaged from across Northern Ireland through the airport’s support of the Cinemagic festival. Through the collaboration with Cinemagic, young people have enjoyed creative opportunities with industry professionals in areas such as special effects, make-up, filmmaking and TV presenting as well as viewing a series of movie previews and premieres.

IoD Chief To Speak At Annual Dinner

he Belfast-born Director General of the Institute of Directors (IoD) has been announced as an additional keynote speaker for next month’s IoD Northern Ireland Annual Dinner. Stephen Martin, originally from Belfast, will return to the city to address more than 500 delegates at the function for a second successive year. Taking place on 22nd February at Titanic Belfast, the

dinner is sponsored by Bank of Ireland and leading law firm Arthur Cox. Stephen, who has led the IoD since the beginning of 2017, will be joined as guest speaker at the event by Mark Logan, the former Chief Operating Officer of airline ticket search engine Skyscanner. Meanwhile, comedian Deidre O’Kane, currently appearing as a celebrity contestant on RTE’s Dancing With The Stars, will provide the after-dinner entertainment. Kirsty McManus, National Director of IoD NI, said: “We are delighted that Stephen Martin will be joining us once again at this year’s IoD NI Annual Dinner and that our line-up of guests has been further bolstered with the inclusion of Deirdre O’Kane. “Stephen is very much the public face of the IoD nationally as our most senior representative and, as such, he plays a prominent role in the media, while also engaging with top-level figures from across government, politics and Whitehall.

“Such influence is crucial during the current phase of political and economic uncertainty as we seek to ensure the voice of Northern Ireland business remains heard by those involved in the all-important Brexit negotiations.” Stephen joined the IoD following a successful career in the private sector, most recently as CEO of English-based building firm Clugston Group. Dale Guest, Director of Bank of Ireland Corporate Banking NI, commented: “Bank of Ireland is proud to continue our support of the IoD and with the announcement of these additional guest speakers, the IoD Annual Dinner is certain to be an excellent event. We look forward to hearing from Stephen Martin about his experiences and the work of the IoD to influence outcomes, policies and political events affecting Northern Irish businesses”. Catriona Gibson, Managing Partner of Arthur Cox, added: “The IoD NI Annual Dinner is always one

of the highlights of the corporate social calendar and the range of speakers at this year’s event will once again ensure an audience of high-calibre business leaders. “Arthur Cox provides counsel to many of the most successful firms across all sectors of the local economy, and we understand the importance to them of receiving high-level insights into business best practice and leadership. “We look forward to joining with guests to hear the thoughts of Stephen and Mark in their highlyanticipated keynote addresses.” Deirdre O’Kane, who has won awards for her acting, is also well-known as a comedian, TV presenter and voice-over artist. She has recently completed a sellout tour of Ireland with her stand-up routine and has starred alongside Irish-born Hollywood actor Chris O’Dowd in Sky’s Moone Boy. For more information, visit iod. com/ni or Twitter @IoDNI.

Eye on Management Development

Dr Elaine O’Neill

Big Plans For IoD’s NI Academy Northern Ireland has become the first region outside of London to play host to its own Institute of Directors Academy offering a wide range of professional development courses, all of them aimed at directors and senior managers.

t’s a major step forward for the Institute of Directors here, a development driven forward by the organisation’s new Regional Director, Kirsty McManus, and being spearheaded on a day to day basis by Dr. Elaine O’Neill. A passionate leader and innovator, Elaine could hardly be better suited to her role. A Queen’s University graduate with a PhD in Business Management, she’s joined forces with Kirsty McManus and the IoD from Stormont, where she headed up the highly innovative Politics Plus programme. A programme of education and training courses for our politicians, aimed at helping them with everything from communications skills and passing legislation to the effective management of committees, Politics Plus has been hailed as a world leader in the field of educating political leaders.....and as such it’s been copied by parliaments elsewhere, and particularly those in regions emerging from conflict. “I’ve worked with parliamentarians from the Philippines, Egypt, Armenia and Macedonia, among others, to replicate the Politics Plus model and demonstrate what it can achieve,” explains Elaine, whose career has also seen her work on projects across economic deveopment, tourism, in the health service and elsewhere in the public sector. The success of Politics Plus isn’t in doubt. From an initial engagement of some 25% of local politicians, the programme went on to touch on more than 90% of Stormont’s representatives over recent years. Elaine’s move from Stormont to the Institute of Directors followed hard on the heels of the business organisation’s decision to step up its involvement in training and professional development for its 850-strong membership and the wider business community, moving

from a franchised model to in-house delivery and a full-blown IoD Academy, modelled on the Academy run from the IoD’s Pall Mall HQ in London. “There are skills gaps within management here in Northern Ireland, and we feel that there is a very clear demand for high quality training and professional development from a reputable source, tailored to the needs of local businesses and organisations” says Elaine. The new Academy has plans to extend and increase the number of courses available to both members and non-members of the IoD. At the top end of the scale, it will continue to offer its Certificate In Company Direction qualification, as well as a wide range of courses aimed at company directors. Amongst these will be programmes spotlighting the role (and responsibilities) of the director, finance for non-financial directors, strategy & marketing and leadership. An accelerated Certificate In Company Direction programme is being added to the agenda, and specific courses on the Role of the Non-Executive Director as well as a course on Improving Board Dynamics are also being offered. “We’re working hard to develop a comprehensive programme of courses and bespoke in-company professional development offering to cover all the bases,” says Elaine O’Neill. “The Northern Ireland economy and the business community here are facing a litany of challenges, not least the challenge posed by Brexit,” she says. “We believe that makes it all the more crucial that companies here continue to invest in their senior management teams. “Organisations who continue to do things they way they have always done them won’t find it easy to survive in the future. Those who choose to invest in their management teams in order to innovate can

and will see tangible benefits.” Management training and continuous professional development, Dr. O’Neill argues, also creates a ‘snowball effect’, with the benefit of professional development running throughout teams and organisations, creating a learning environment and helping to fuel a cultural change driving innovation, “It might only be one employee who does the actual training, but the knockon effects can be felt throughout the team as a whole. That’s the real power of good quality training programmes.” The new IoD Academy Northern Ireland, under Dr. Elaine O’Neill’s leadership, isn’t all about off the shelf programmes. The Academy team will also work directly with client companies to design bespoke in-company training programmes for those companies and organisations...... designed and delivered for them. “We can deliver programmes specifically for the needs of our client companies across a wide range of subjects and specific areas, to include much-needed

board evaluations” she says. And the Academy will also be stepping up its training programmes for non-executive directors, reflecting the increased importance of specific instruction for those taking on board level roles. In parallel, the Institute of Directors will continue to operate a Non-Executive Director Register for Northern Ireland, matching new and experienced non-execs with board vacancies. “The role of the non-executive director is one that definitely can’t be taken lightly,” Elaine O’Neill points out. She’s also a keen promoter of the clear need for more gender diversity on Northern Ireland’s boards. “Most importantly, we want the IoD Academy Northern Ireland to be regarded as a centre for excellence when it comes to business and director development here. That doesn’t mean we’ll be re-inventing the wheel. But we’ll be doing what we do well, enhancing, collaborating and engaging more and delivering high quality programmes for businesses and individuals here in Northern Ireland.

Eye on Business Leaders Forum

Business Leaders Forum We’ve asked our business leaders the obvious question for the start of a new calendar year. But we reckon we had a fair idea right from the start of what their answers were going to be.

What are Northern Ireland’s business and economic prospects for 2018 and what are the key challenges that lie in the way?

orthern Ireland is coming off the back of a fairly positive 2017, apart from on the political front, of course. Our businesses are nothing if not resilient, and some sectors have had a very good year indeed, not least agriculture, manufacturing (to some degree) and areas like retail and hospitality and tourism. An improving economic situation has helped and we’ve been boosted in some quarters by favourable

exchange rates for exporters. But, as our business leaders are about to point out, there are a few scary monsters hiding in the cupboards as we head inexorably into 2018. The scariest of the lot, without too much debate, is likely to be Brexit. Whilst there are some who see possible opportunities around Northern Ireland’s unique geographical position, there are many others who see problems ahead, particularly for specific sectors here.

The other negative factor is, and has been for some time, the intertia affecting our devolved administration. Or the distinct lack of it. At the time of writing, our politicians are (allegedly) talking once again, but there’s no sign yet of a deal and a return of the Stormont Executive. We can only hope. In the meantime, let’s take a look at what our business leaders had to say.....

Eye on Business Leaders Forum

Áine Brolly

CEO, Cpl International

The idea of globalisation has been challenged in different parts of the world with a polarising shift in some countries. This change has been defined by events such as Brexit and Trump’s new US economic policies but globalisation, technology disruption and access to qualified, skilled talent will continue to impact on companies in Northern Ireland. The big unknown remains the potential impact of Brexit on investment, growth and confidence across Europe and in particular on Ireland, north and south of the border. A recent survey showed Brexit remains the key issue of concern for businesses locally with one in three putting plans for growth on hold. The numbers speak for themselves - the UK is Ireland’s largest trading partner, with more than €1.2 billion of goods and services traded between

the two countries every week, directly supporting 400,000 jobs on both islands and even more among suppliers and surrounding communities. As recruiters we know that free movement is vital to ensure we continue to attract the skills and the people we need. Forecasts indicate the demand for skilled technical and professional talent will continue to grow in the months ahead and the OECD has highlighted a severe skills mismatch and gaps as a threat to the UK economy estimated to cost £90bn each year. Political commitment within Northern Ireland is key to long-term investment in skills and infrastructure which will help support the challenging Brexit journey and provide much needed opportunities to stimulate sectoral demands and enhance job creation.

Eye on Business Leaders Forum

Angela McGowan Thankfully in 2018 we expect to see sustained global economic growth with the US, Europe, India, and China continuing to power ahead. This favourable world outlook will lend a degree of support to local firms that are currently operating in a very challenging domestic environment. Brexit uncertainty means that the UK will continue to endure below par economic growth, above target inflation, declining consumer confidence and delayed business investment decisions. As the UK sets about negotiating our departure from the EU, 2018 will undoubtedly be the most important year in decades for defining Northern Ireland’s economic future. Therefore, in advance of the Brexit trade talks, the CBI has this month called on the UK government to make 2018 a year in which division is replaced with decision, and evidence replaces ideology. Evidence to date tells us that a custom’s union deal with the EU is necessary. Indeed, the CBI has called for a comprehensive customs union between the UK and the

Neil Gibson

EU to be put back on the negotiating table as a ‘practical, real-world answer’ that goes a long way towards solving some of the complex issues, including the Irish border question, raised by the UK’s exit from the EU. CBI has also called for both EU and UK negotiators to be flexible in 2018 for the sake of prosperity and to bring a sense of urgency to the table because time is rapidly running out. Clarity is badly needed - the UK government must be clear in terms of what it wants from the trade negotiations and the UK Cabinet must have a united position by April. One immediate challenge is to nail down a ‘jobs-first’ transition deal in the next two months to remove the cliff edge threat that currently hangs over firms. In summary, 2018 is going to be a challenging year for business as politicians could make or break our economy. Thus, the business community needs to be loud and clear in terms of what we want regarding outcomes.

Chief Economist, Ernst & Young

On the face of it, 2018 is shaping up to be rather challenging for Northern Ireland. Real wages are falling, which will present a challenge for businesses selling to consumers and the spectre of Brexit continues to loom large. Brexit brings both uncertainty and distracts from other policy areas that need focus and attention. However, there are some positives heading into 2018. Globally, the economy is in relatively good shape and, on NI’s doorstep, is Europe’s fastest growing economy. Sterling’s depreciation since the referendum is good news for exporters and the tourist industry. Survey evidence from the PMI and the Intertrade Business Monitor report a confidence and resilience which is encouraging and will be necessary in 2018. In client conversations the most commonly raised issue is talent. The needs of employers are changing rapidly with data analysis, business acumen and

negotiation / sales skills all in high demand. With a tightening labour market and increasing levels of global competition for business, it is the ability to find, attract, retain, nurture and develop talent that will be critical to ensure business success. That challenge is not unique to 2018 but it is essential that uncertainty over Brexit does not prevent proactivity on skills policy. The lack of a local Executive does present a serious challenge for the Northern Ireland economy. Progress is needed on a range of public policy priorities. Whether it is addressing health care issues, agreeing Corporation Tax policy, progressing infrastructure development or resolving the HE funding crisis, the lack of decision making is taking its toll. It may not be easy to spot week to week but it is damaging NI’s competitiveness and is therefore a critical challenge for 2018.

Darren McDowell The Ulster Bank’s monthly economic survey for December 2017 indicated that the Northern Ireland private sector had a good finish to 2017 and was entering 2018 on a relatively strong footing, although the same could not be said for the public and third sectors here. The most recent 2017 Connect Knowledge Economy report concludes that NI is the 2nd fastest growing UK region in this sector for the 4th consecutive year, however this report also highlights that almost half a million jobs are at risk from automation in the next 10 years. So as always economic data is a mixed bag of good and bad news. Against this backdrop I am privileged to meet the people and engage with the businesses on the ground

Director, CBI Northern Ireland

Partner, Harbinson Mulholland

that feed into these big picture economic statistics. Our client base at HM consists almost exclusively of locally owned businesses led by people with a vision and passion for their ventures that is second to none. We know from the work we do with Ulster University that this sector is the backbone of the local economy. The drive and commitment of the people I meet is what instils within me a sense of confidence for the year ahead. Of course the lack of devolved government is the key challenge faced by all, particularly in the context of Brexit. Our local politicians need to resolve their differences and get back to work. Against this backdrop the people and businesses here will keep pressing on and above all else that gives me hope!

Eye on Business Leaders Forum

Kirsty McManus Every year brings unique challenges and if this year is to be anything like 2017, it could be a tumultuous one for businesses. Of course, the ongoing Brexit negotiations will continue to dominate the headlines, as well as the thoughts of business leaders across all sectors in Northern Ireland. For our members, a key priority is progression of the second phase of talks, particularly towards the announcement of a transition trade deal. It is imperative, we believe, that such an agreement is announced by the end of March to provide some much-needed clarity and allow some breathing space beyond the March 2019 date for the UK’s exit from the EU. However, Brexit is by no means the only issue on the agenda for the local business community, which remains equally concerned

Chris Conway The recent budget briefing paper from the DOF shows GVA growth of around 1.2% for NI in 2018, overall flat to last year, however with manufacturing and construction growth improving over last year and public and private services reducing, economists say this is due to the effects of a squeeze on household incomes due to higher inflation and sluggish pay growth. The CBRE market outlook for Northern Ireland’s commercial property market was largely positive with the launch of the £100million NI Investment fund. However, there is also the uncertainty

National Director, IoD Northern Ireland

over the continuing hiatus of the Northern Ireland Executive which we want to see back up and running and delivering for all of our citizens. The looming uncertainty, both politically and economically, is also threatening to spark a major skills crisis in some of our key sectors with a growing number of our members telling us of increased difficulties recruiting staff, especially those born outside the UK. We must therefore, work with elected representatives and other stakeholders to ensure there is a ready supply of well-trained local workers willing to fill the gap. Whatever the year brings, The IoD will continue to provide our business leaders with the information, training and skills required to drive forward their companies, and the economy as a whole.

Translink Group Chief Executive around Brexit looming and the uncertainty around a devolved Government in Northern Ireland. Translink remains positive, with growing passenger numbers, the launch of Glider, our new Bus Rapid Transit system in Belfast, and major planning applications going through the system for new station developments at Belfast and Derry~Londonderry. Tourist travel is also strong, influenced by the £ exchange rate, cruise ships and the great Tourism product in N.I. - there are also lots of preparations going on for The Open in 2019 including a new Portrush Train Station.

Professor Mark Durkin Executive Dean, Ulster University Business School Northern Ireland’s business and economic prospects this year would be greatly enhanced if business leaders took charge of their own destiny rather than waiting around for solutions from local government which may never come. Take Brexit for example which has become synonymous with uncertainty and ambiguity. Rather than hoping for the reality of its implications to be defined we really have to shape and define that reality ourselves and to hopefully seek opportunity in more proactive ways. It’s in such a situation that the Ulster University Business School can help. We don’t provide ready made solutions for issues like this but rather act as a catalyst for more entrepreneurial thinking to enable business leaders to be better prepared to approach problems creatively and effectively. Our mantra is get people to think and act differently around opportunity and in so doing add value to

the businesses they work with. Whilst the Business School is an academic institution it bases its executive teaching on extensive and contemporary research, live company case studies, and practical experiences drawn from domestic and international business contexts which infuse our highly relevant curriculum. To grow economically in 2018 Northern Ireland must look beyond its own shores both in terms of new markets and also new learning. The Business School facilitates that global connectivity through links with prestigious institutions such as Babson College, Harvard Business School and Jefferson University in the US, as well as links across Europe and China. Such exposure to global thinking, and the translation of that thinking into commercial and informed action, helps develop leaders for the global age in very practical ways. This will in turn better equip our local business sector with the entrepreneurial instincts necessary to create positive economic growth for 2018 and beyond.

Eye on Business Leaders Forum

Gareth Latimer Following the Brexit vote some 18 months ago the Northern Ireland economy has shown to be resilient with local exports having increased due to the fall in sterling, which provided a temporary boost. However, that same fall in sterling is now presenting significant challenges for consumer spending with uncertainty over the outcome of the Brexit negotiations also impacting business confidence, as outlined within ACCA’s GCES survey in late 2017. Some 64% of business respondents to the local survey stated that they were feeling less confident than a year ago, which is accentuated by the dependence of Northern Ireland’s micro economy on a future deal that protects North South & East West trade which drives local industry. Earlier this month the NI Composite Economic Index (NICEI) showed output contracted by 0.1% compared to

Andrew Jennings Despite the lack of a functioning Executive, the looming spectre of Brexit and the resultant high level of uncertainty there are still reasons to be optimistic about the business and economic prospects for NI in 2018. Business leaders hope that talks to re-establish the Executive will succeed and that the Brexit negotiations will be beneficial to Northern Ireland, given its unique geopolitical position. With cautions being issued about the economic outlook at the end of 2017, there is still light from the growing tourist trade and the knock on effect on the hospitality, retail and construction industries. An influx of visitors and increased profile could also lead to an increase in export opportunities. In light of this, TLT is joining the

the previous quarter with Northern Ireland remaining one of the UK’s weakest performing regions with predicted growth expected to be in the region of 1% in 2018. With inflation of 3%, wage rises expected to remain around 2% and interest rates having risen for the first time in 10 years there is a considerable squeeze on household incomes that will continue to impact consumer spending in the year ahead. From a business perspective, planning will continue to present challenges across industries until there is more clarity around Brexit and businesses will need to ensure that they remain flexible and efficient to ride out any market difficulties. The local Northern Ireland economy requires strong and united leadership now more so than ever as Brexit, the consumer squeeze and budgetary restraints on front line services prevail.

Corporate Partner at TLT NI LLP

Belfast at MIPIM 2018 delegation in Cannes in March to promote NI business opportunities to 24,000 visitors at this global property conference. A key legal point to note in 2018 is that the General Data Protection Regulation (GDPR) takes effect on 25 May. This is a major change in the rules relating to data protection and privacy and will impact many NI businesses. Any businesses found not to be compliant could face a maximum fine of €20 million or 4% of total global turnover, whichever is the greater, which certainly focuses the mind. Regardless of the political position, instability creates opportunity and businesses that successfully disrupt or find creative solutions to their problems will typically do well under these circumstances.

Brian Gillan

Head of Business and Corporate Banking, First Trust Bank

It looks like 2018 is picking-up where 2017 left off, where we have slow economic growth amid very uncertain trading conditions. The fall out of Brexit and the ongoing negotiations are hard to escape and our recent research from the all-island AIB Brexit Sentiment Index shows us firmly in the negative space at -38. Our first Brexit survey found that 41% of SMEs here already thought that Brexit has had a negative impact on their business and continued uncertainty has led many more companies to put growth and investment plans on hold. At the same time, we must remember that the recent modest growth has been largely consumer led and now many economic commentators believe that NI is experiencing a consumer squeeze in real terms, something which may continue for some time. If this proves to be the case, we will therefore rely on business and exporters in

ACCA, Chair Ulster Members Network

particular to help grow the economy in the future. I’ve no doubt that the absence of political leadership and a functioning NI Assembly is not helping business confidence and we see a growing sense of frustration among our customers as to the lack of clear direction and support for the economy in already challenging times. The recent NI Chamber of Commerce quarterly survey found that despite slow growth our economy has some pockets of resilience and strong results for some firms, and this would be consistent with our own customer experiences. While that’s admirable and a sign of the ‘can do’ attitude that is typical here in Northern Ireland … there is no doubt that the wider economy and our long-term success needs a functioning government and executive to take forward the many economic priorities we have - whether around skills, infrastructure, corporation tax, inward investment– and even an agreed position on Brexit.

Eye on Business Leaders Forum

Judith Totten

Upstream Working Capital Ltd

You’ve heard me say this before. Change is good. I try to approach life expecting the unexpected and facing challenges head on. I think across NI this kind of spirit was never more relevant and evident as it was in 2017. I would sum up last year in one word. Uncertain. Every situation was prefixed by uncertainty on some level. BREXIT and the implications thereof were and still are uncertain. Investment decisions slowed or stalled due to uncertainty around budgets, access to skill sets, costs, planning delays, etc. Pressures on general trade conditions in terms of price, competition, and running costs led to a conservatism in business and a reluctance at times to commit. And of course, our most uncertain ‘Elephant in the room’ - Stormont. A non-functioning executive became the embarrassing talking point

Darren Lemon

which remains a key detriment to economic stability and growth for NI. No successful organisation can function for an extended period without leadership. 2018 certainly has its challenges. There will be more BREXIT posturing and planning. Volatility in sterling will potentially continue to put some businesses off major growth plans and then we have the non EU related trading issues. I do feel that 2018 will see NI business owners and business representatives taking some ownership themselves. Carving their own path and driving change despite the lack of Executive. We will have a bumpy ride, but I sense a dogged determination to just ‘get on with it’. Our economy is built on SMEs and family owned businesses and we are not quitters. To use a colloquialism, we can be ‘Thran’ when we choose to be and that means we always find a solution.

General Manager, eir Business NI

“As a region, we have made great strides in the development of a Knowledge Economy over the last decade to boost our competitiveness but more positive action is required to reinvigorate the sector. According to the latest figures from the Ulster University Economic Policy Centre, whilst Northern Ireland was named the second fastest growing Knowledge Economy in the UK for the fourth consecutive year, progress has slowed, productivity has declined and investment in Research & Development is down. Coupled with political indecision, Northern Ireland is facing greater uncertainty than ever as we kick-start 2018. Doubt around Brexit arrangements and the continued absence of a functioning Executive only heighten the need for collaboration if our business community is to succeed locally and on the international stage.

Against this backdrop, positivity remains and there is consensus within the wider business community that progress must be made. Businesses locally have a reputation for resilience and our successes so far in establishing a strong base for our Knowledge Economy in the face of economic and political challenges is testament to this strength. Organisations recognise that, with the pace of technology change, they need move more quickly to reinvent their offering, or risk being left behind. The opportunity for continued growth in the Knowledge Economy in 2018 and beyond requires continued investment in technology and in the availability of skills. Our own industry research, conducted in November with Ulster University to coincide with our 10 year anniversary in NI, points to a shared understanding of this. 60% of NI organisations say they will invest more in technology in the next 10 years.”

Alastair Keith

Partner & Head of Corporate, A&L Goodbody

The various challenges faced by the Northern Irish economy and business community in 2017 look set to continue into 2018. However, in our experience, Northern Ireland corporates continue to be resilient and are pushing forward with their business strategies. Deal volumes held up throughout 2017, with our clients in the agri-food, manufacturing and energy sectors particularly busy. Part of this has of course been driven by the weaker pound, which has proven advantageous for Northern Ireland’s export economy and also encouraged some value driven acquisitions by overseas acquirers. This trend looks likely to continue into 2018 and we have entered the new year with a strong pipeline of deal activity. Boards are focused on the challenges that lie ahead in 2018, ranging from the potential regulatory

shake-up driven by Brexit, the introduction of GDPR or seeking ways to boost productivity. Companies, as they have done in the past, are assessing the business climate and adjusting accordingly. However, the current business environment is undoubtedly challenging. A lack of clarity due to Brexit and the absence of a devolved government impacts business planning and investment decisions. Clients have commented that they are spending too much board time reacting to the current business climate, and not enough time on the core business. Uncertainty can bring opportunity – something the Northern Ireland business community has a habit of unearthing – but undoubtedly more certainty and clarity would be a very welcome boost for businesses in 2018.

Eye on News

70 New Jobs at Titanic Belfast  T

Titanic Belfast’s crew members Jonny Kelso and Shirley Jones are pictured with Chief Executive Judith Owens celebrating as recruitment opens for 70 new frontline fixed-term jobs for its summer high season.

itanic Belfast is recruiting for 70 frontline staff as it gears up for another bumper year. Following a record-breaking 2017, having won the World’s Leading Tourist Attraction and experienced its busiest year, month and day to date; this recruitment drive is the largest since it opened in 2012. The world-class exhibition is expected to continue to go from strength to strength in 2018 and is recruiting for fixed-term contracts across the front line at Titanic Belfast and on-board SS Nomadic, including Visitor Experience, Ticketing, Hospitality Outlets and Retail to join its over 250 strong team. Chief Executive of Titanic Belfast, Judith Owens, “At Titanic Belfast, we value our staff as one of our key assets and reasons for

success. Next year, we are preparing for another strong year with more exciting developments in the pipeline. If you have an interest in tourism, excellent communication skills and interest in both Titanic and Belfast’s industrial heritage – you could have the ‘Titanic-factor’ and be part of our award-winning crew.” To ensure our world-class standards are met and maintained, all our employees go through a robust training programme, including substantial on the job and bespoke customer service training. Described by The Guardian as “an inspiring testament to the Titanic and the city that built it”, more than four million people from around the world have already visited Titanic Belfast since opening in 2012. The Experience continues to go from strength to strength. Full details of the posts are available at www.titanicbelfast.com/careers.

NI Year Of Infrastructure Is Launched

Pictured at the launch of Infra2018: NI Year of Infrastructure is Richard Kirk, Regional Director of the Institution of Civil Engineers.

he inaugural Infra2018: NI Year of Infrastructure has been launched this month at an event in the Titanic Hotel with over 100 delegates from a range of industries including education, finance, construction, architecture, medical and digital in attendance. Infra2018 has been developed to help tell the story of infrastructure and create better awareness amongst the Northern Ireland public of how it transforms our lives. Throughout the year-long initiative, the underlying theme is how social and economic infrastructure makes Northern Ireland liveable. Each month in 2018 will have a different theme to tie in with major events throughout the year starting in February with Water – exploring how we get it, how to make the most of it and how to

protect the natural cycle. An interactive website - www.infra2018.org - has also been created to show the public how the home, and our quality of life, is made liveable through infrastructure. As part of the launch of Infra2018, a fully representative survey of over 1,000 adults (16+) was commissioned with results showing that a third of those surveyed were unable to cite any unprompted association with the term infrastructure. When asked to give examples of projects that help improve lives, people living west of the Bann were three times more likely to cite the development of A5 and A6 dual carriageways, and twice as likely to reference the building of new motorways, compared to the remainder of the sample. Residents of Belfast were twice as likely to cite the building of new hospitals when

asked about infrastructure projects that would make Northern Ireland a better place, compared to the rest of those surveyed. Richard Kirk, Regional Director of the Institution of Civil Engineers said: “As the recent study revealed, a third of people in Northern Ireland don’t have any top of mind associations concerning infrastructure. It is everywhere we look and the kind of things we take for granted including water, power supply, roads, schools, hospitals, bridges and railways. Through Infra2018: NI Year of Infrastructure, we aim to show the Northern Ireland public how infrastructure connects, protects and enables investment and tourism and builds our quality of life. And a good way to start educating people on infrastructure is by bringing it into their home. When we use our taps, toilets, light switches, gas or broadband we expect them to work and this is thanks to infrastructure,” Richard continued. “To help with this learning process, we have created a dedicated website providing lots of fun information and people can even put in their postcode to find out where your water has come from, how long it takes to get to you and where it ends up once you’ve used it. We also hope the campaign will inspire the next generation to get involved in infrastructure and encourage them to consider a career in this exciting industry,” Richard added. Peter May, Department for Infrastructure Permanent Secretary said: “For any region to be successful, world class

infrastructure needs to be in place. It enables economic growth, builds the connections to markets and opportunities and helps grow a highly skilled workforce. People can very often take for granted what they rely on every day. I therefore welcome this focus on the many varied and vital elements of infrastructure. “The reality is that creating and maintaining quality infrastructure takes long term planning and investment and in a difficult and uncertain budget position that creates a major challenge. Decisions cannot be driven solely by a focus on the present. While we need to take account of the realities and constraints we face today, we must also look forward and anticipate and plan for the needs of the region and the economy in the future.” Sister Carol Reid has seen the importance of infrastructure for herself through the building process of the new Omagh Hospital and Primary Care Complex and is backing the initiative. Sister Carol Reid said: “Through the building of the new Omagh Hospital and Primary Care Complex, which has been specifically designed with patients in mind, I have witnessed first-hand the importance of infrastructure and the difference it can make to people’s lives. Moving to a purposebuilt area has not only improved the quality of life for both patients and staff, but has further motivated medical staff to provide the highest standard of care in modern, well-designed surroundings using the latest technologies and equipment.”

Eye on News

Flogas In Links With IFEX 18

Flogas has been appointed as the Official Energy Supplier for IFEX 18, taking place on 20-22 March at the Titanic Exhibition Centre, Belfast.

t the official launch were l/r Brian Hermin, group accounts manager for Flogas, Sean Owens, Salon Culinaire Director, IFEX, Paul Ruegg, senior marketing officer, Flogas and Caroline McCusker, IFEX event manager. Commenting on the news, Paul Ruegg of Flogas said, “Professional chefs always prefer to cook on gas and as the Show’s official energy supplier, we’re delighted to be providing LPG for the Salon Culinaire, which incorporates the International Street Food Concept Village and the ChefSkills Theatre. We are also pleased to support the latest addition to IFEX, the brand new Meat@IFEXExpo, which is taking place alongside IFEX.” IFEX is Northern Ireland’s premier food, drink, retail and hospitality event, and will be showcasing the latest food and drink products, catering equipment, interiors and technology. A must-attend event for anyone in the foodservice, retail and hospitality sectors. Over

140 exhibiting companies and 5,300 key buyers from NI and beyond are expected to be there. This year’s Salon Culinaire at IFEX will have the Street Food International competition, where teams of competitors will create and serve modern, exciting dishes and the Chefskills Theatre, a three-day competition with over 15 culinary classes for senior and junior chefs. The Salon will also feature the ‘Edible Art’ gallery, a range of stunning edible exhibits that will showcase the skills and talents of the industry. IFEX 18 will also run alongside Meat@IFEX, a brand new international butchery and meat expo, at which the World Butchers Challenge will take place, with 14 international teams competing in a variety of highly skilled competitions. Meat@IFEX will be run in partnership with the Irish arm of Butchery Excellence International and will attract over 50 exhibitors showcasing the latest in food, packaging and equipment.

AC Hotels by Marriott Confirms April for Belfast Opening AC Hotels by Marriott, the global lifestyle brand with properties across Europe and the US, is set to open its first hotel in Northern Ireland in Belfast in April.

he international company also confirmed the appointment of Lisa Steele as General Manager of the new £25million property, which is situated in the heart of Belfast Harbour’s landmark City Quays development, right on Belfast’s waterfront. The contemporary-luxe four-star AC Hotel Belfast will be the first Marriott in Northern Ireland, the first AC Hotel by Marriott on the island of Ireland, and the first purpose-built AC Hotel in the UK. It will also be the first in the group’s portfolio of 100 design-led hotels across the world to feature a destination restaurant – Jean-Christophe Novelli will open a bespoke-for-Belfast brasserie in the hotel, the first restaurant the multi-Michelin-starred and five-out-of-five AA Rosette awardwinning chef will open in Ireland. With 188 guest bedrooms, the AC Hotel Belfast will be among the city’s largest hotels, and will offer the complete complement of signature

AC Marriott guest services, including gym, library, meeting facilities and AC Lounge, the now-iconic hub of every AC Hotel worldwide. “AC Hotels by Marriott is a unique concept. The design is thoughtful and purposeful, marrying European sophistication and contemporary elegance to provide a stylish, simplified and frictionless experience which perfectly reflects the needs of today’s busy hotel guest and user,” said General Manager, Lisa Steele. Recognised as one of the industry’s top hospitality professionals with management experience spanning a number of leading Belfast venues, Lisa returns to Northern Ireland from Edinburgh to take the helm at the flagship Belfast project. “I’m absolutely delighted to be part of the team bringing this compelling new offering to the local market. Work is on schedule and we are on track to open in April, and the timing really couldn’t be better with Belfast and Northern Ireland

as a region enjoying unprecedented and wholly-deserved global recognition as a must-visit destination. “AC Hotel Belfast is looking forward to being part of, and adding value to, this success story by providing a venue that not only supports the growing accommodation needs of this thriving city but will also, with its outstanding City Quays location, exceptional aesthetic appeal and customer-led

design, be a real asset to Belfast.” In 2017, Belfast and Northern Ireland received ringing international endorsement with National Geographic, a bible for culturally curious and highspending travellers, hailing Belfast as a must-see destination, and Lonely Planet also naming Belfast and the Causeway Coast its 2018 must-see destination, praising their “timeless beauty and high-grade distractions.”

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Eye on News

Latest Figures Show Unprecedented Growth For Hotel Sector Northern Ireland’s hotel performance figures for 2017 collated by STR, the global hotel benchmarking company, shows a strong year with growth in all regions and strengthening performance indicators.

ccupancy for Northern Ireland in 2017 was 77.7% (up 2.9%) on the 2016 figures. Belfast had the best performance with occupancy breaking the elusive 80% mark and room rates growing to £79.83. Room rates grew in all regions and a double digit RevPAR growth was recorded for the year. Overall, it was a very solid performance but the hotel landscape is facing a seismic change!

Hotel expansion has dominated the news over the last year and with up to ten new hotels scheduled to open in 2018, expansion will remain the hot topic. Sustained growth means that the number of hotel rooms is likely to break the 10,000 mark by 2019. Much has been made of the surge of new hotels and the impact on the market. In Belfast and Derry-Londonderry alone, there could be growth of up to 40% in bedrooms. Such a marked increase will bring both challenges and opportunities for the region. Sarah Duignan, Director of Client Relationships at STR said: “Hotels in Northern Ireland performed quite well in 2017. The market still has room for growth, and there will likely be a period of adjustment ahead as existing hotels adapt to the added competition of new properties coming online. Taking comparable destinations that have experienced similar growth patterns into consideration, Northern Ireland should be able to absorb new hotel supply relatively quickly, with minimal impact on performance.” Commenting on the figures, Janice Gault, Chief Executive of the Northern Ireland Hotels Federation said: “The STR figures for 2017 show a good overall performance which builds

on the recovery experienced in the second half of 2016. Growth in occupancy was supported by an improvement in room rate throughout all regions which is great news. The influx of new hotels may result in some rate deflation but it is important to maintain a balance between striving for occupancy and maintaining an average daily rate. The data indicates room sales in 2.3m bedrooms sold throughout the year contributed £175m to the local economy with a VAT contribution of £35m. Despite considerable growth in the Northern Ireland market, room rates remain comparatively low when you look at the ROI market. In 2017, Dublin had an average room rate of €136.80 and regional Ireland came in at €125.95.” She added: “The STR data shows a dynamic marketplace with many areas still facing a seasonal challenge and a fragile performance in shoulder seasons. This is reflected in poor occupancy and a deflated room rate. However, they highlight the considerable economic contribution that hotels are making throughout the region: employing over 8,000 people with this figure set to grow to over 9,000 by the end of 2018, while generating total revenue in the region of £500m. “There are a number of

challenges for the industry but staffing remains the primary cause for concern. We know that employers are experiencing issues with recruitment and retention of staff. There is a lack of skilled personnel and this coupled with a poor image of roles within the industry are all contributory factors. An increase in demand for staff from new openings will clearly exacerbate the situation and may constrain growth. We need to be working with education providers to find innovative solutions to address these issues, ultimately capitalising on the positive opportunities that this investment presents for Northern Ireland society as a whole.”

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Chartered Accountants Give A Helping Hand To N.I. Charities

Pictured at the cheque presentation in Belfast are Regina Cox, Inspire; Zara Duffy, Chartered Accountants Ireland; John Mathers, Barclays; Pamela McCreedy, Chartered Accountants Ulster Society; and Nikki Gregg, The Fostering Network.

RETURN OF THE RED DRESS RUN!

Chris Henry with early entrants Gillian Abraham and Graham Ross.

lster’s Chartered Accountants have come together to raise funds for local charities Inspire and The Fostering Network. Chartered Accountants Ulster Society raised £7,600 for Inspire and the Fostering Network at its Charity Lunch. This total was doubled to £15,200 by the event sponsor Barclays. The charity event also raised over £6,000 worth of toys for the Salvation Army and St. Vincent de Paul. Pamela McCreedy, Chair of Chartered Accountants Ulster Society said: “The Charity Lunch is always one of our most successful and enjoyable events. It’s a tremendous opportunity for the local business community to come together and help to make a difference for local

orthern Ireland’s only ‘Red Dress Run’ is set to return for the second year to Stormont Estate this February. Chris Henry, local and international rugby player joined in on the launch alongside Northern Ireland Chest Heart and Stroke to encourage the public to dress in red and take part in the event at Stormont Estate on 10th February 2018. This year’s event will see hundreds of flamboyantly dressed men, women and children take part in a 5k or 10k walk or run. The event, which was launched last year, aims to raise awareness of, as well as funds to help combat, the biggest single* killer of men and women in Northern Ireland – heart disease. Jackie Trainor, Director of Fundraising at Northern Ireland Chest Heart and Stroke said: “We’re delighted to see the return of our Red Dress Run following the huge success of last year’s event. We are calling on all men and women to join in and take part and wear anything red to walk, run, or even crawl and join

charities. We’re delighted to have raised this amount for charities which are doing such fantastic work in Northern Ireland. John Mathers, Corporate Development Director of Barclays said: “Barclays is delighted to, once again, sponsor the Ulster Society Charity lunch. Ulster Society members are extremely generous in their donations of toys and money, helping to make a real difference for many families who are in a less fortunate position. We know that the funds raised will make a really positive impact for these two organisations.”

in the fun. All runners and walkers of all abilities are welcome and each will receive a medal, hearty bowl of veggie soup and fun morning out with the best craic!” Jackie continued. “Taking part in the Red Dress Run and raising vital funds will ensure that Northern Ireland Chest Heart & Stroke will be at the forefront in raising awareness on heart disease. 85% of our work relies on donations from the public, without your support we couldn’t be here making a difference!” Those who register before 15th January will be automatically entered into a draw to win a midweek overnight stay for two at the award winning four star Clandeboye Lodge Hotel, including dinner at the Coq & Bull brasserie and a full English breakfast. Registration is now open. Enter online now to receive early bird rate of £10 per entry. Register online at www.nichs.org.uk/reddressrun or for more information visit ‘Red Dress Run’ event on Facebook.

Eye on News

Barclays Chairman In Town To Open Flagship Branch Sir Ian Cheshire, Chairman of Barclays UK, has officially opened the bank’s new flagship branch in Belfast City Centre after the site recently underwent a digitally-focused refit worth over £2million.

he Castle Place branch now boasts the very latest in banking technology, as well as traditional counters and selfservice tills, improving services for customers and providing a better banking experience. The renovation is part of an ongoing Barclays initiative to revolutionise its branch network. Since 2008, the banking giant has invested more than £700m across the UK in designing innovative bank branches, making it easier for customers to get things done quickly and freeing up staff time to help customers with the bigger financial moments in their lives. Castle Place is one of nine branches in Northern Ireland, with others in Coleraine, Ballymena, Ballyhackamore, Newtownards, Bangor, Lisburn, Portadown and Newry. Sir Ian Cheshire said: “Barclays is committed to helping customers thrive in an increasingly digital world, providing the latest banking technology in our new flagship branch. But more than that, it’s

also about our people – customers can benefit from the expertise of our Digital Eagles, Barclays staff who can give practical support to customers who are less confident with technology.” Last year signalled a landmark year for Barclays in Northern Ireland, with the bank firmly establishing its position with businesses of all sizes in the local market, from start-ups to PLCs. The Barclays Retail Banking business reported growth of 10% year on year, with the Barclays Mortgages book now bigger than some of its main competitors. Meanwhile, the Corporate Banking division also reported success, growing by 20% in 2017 and increasing its presence in the SME market. Sir Ian Cheshire continued: “We also opened our first Eagle Lab in Northern Ireland in June of last year, an entrepreneurial hub specifically designed to help the growing digital and IT sector with important, valuable links to the Eagle Lab network

throughout the UK, and launched Barclays LifeSkills with help from Business in the Community, aiming to offer vital work skills to over 20,000 young people from deprived local communities.” Present at the opening was one of Barclays Northern Ireland’s chosen charities of the year, Inspire Wellbeing, a social enterprise with the aim of promoting mental health wellbeing across Ireland. The local Barclays branch network collectively raised over £10,000 for Inspire in 2017.

Professor Peter McBride, Chief Executive, Inspire Wellbeing, said: “The relationship between Barclays and Inspire is an example of a truly embedded charity partnership. Not only has the great Barclays team raised over £10,000 for our charity, they have also gone that extra mile by volunteering at many of our services, getting to know our service users and having that important conversation about mental health.

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Construction Boom Driven By New Hotels will create an exciting period for the city and substantial employment opportunities.” Last year also saw work commence on 194,787 sq ft of new office space across four developments. This brings the total office space under construction to 453,385

“ In The Belfast Agenda, the city has set out ambitious targets, including attracting thousands more people to live in the city and creating thousands of new jobs by 2035.” Pictured are Simon Bedford, Partner in the Deloitte Real Estate practice and Suzanne Wylie, Chief Executive of Belfast City Council.

A raft of new hotel developments in Belfast has helped construction activity in the city centre hit its highest level in a decade, according to a new report released by Deloitte.

he report, the second annual Belfast Crane Survey produced by Deloitte Real Estate, shows a total of 25 schemes under construction in the city centre - 22 of which are set for completion in 2018. This compares with 19 schemes under construction in the city centre a year ago. The total includes eight new hotels, seven office developments, four student accommodation projects, three residential developments, two new educational facilities and one retail/leisure scheme. Ongoing development includes The Grand Central

Hotel, a 300 room hotel with additional office space on Bedford Street, which is set to complete in June this year. Also the AC Hotel by Marriott, a 188 room hotel adjacent to Donegall Quay which is set to open in April. Simon Bedford, partner in the Deloitte Real Estate practice, said: “Belfast has been enjoying a surge in tourism in recent years and reflective of this, hotel developments continued to be central to Belfast’s story in 2017. There are over 1,000 new hotel rooms currently being built and all are due to complete in 2018. The new hotel openings

sq ft. Almost half (46.5 per cent) of that is the significant refurbishment of existing office space. The report notes the redevelopment of The Weaving Works in Belfast’s Linen Quarter and the revamp of the historic Ormeau Baths into a co-working space. These schemes are indicative of a trend which will see other heritage sites repurposed, including the former Belfast Telegraph building. While no new student accommodation projects broke ground in 2017, work is ongoing on five major schemes that will provide more than 2,000 purpose built units for students of Queen’s University and Ulster University. Construction continues on 840,000 sq ft of new education space in the city. Residential development in the city centre grew at a slower pace than other sectors, with 180 new residential units currently under construction.

However, Deloitte said that with new jobs being created in Belfast and schemes like the Belfast Rapid Transit project improving transport links, momentum in the residential market will continue to recover. Suzanne Wylie, Chief Executive of Belfast City Council, said: “The Deloitte Crane Survey 2018 shows that investors continue to see great opportunity in Belfast, which is evident by the number of cranes that continue to dominate the Belfast skyline. Tourism growth is driving new hotel building and there is still demand for Grade A office space from local and international companies. It is encouraging that the crane survey shows there are signs of growth in city centre residential development, which Belfast City Council has identified as a key future driver of the city’s economy. “In The Belfast Agenda, the city has set out ambitious targets, including attracting thousands more people to live in the city and creating thousands of new jobs by 2035. With plans emerging for new accommodation and improvements to infrastructure, those goals remain achievable.”

Eye on Technology

NI Company Yomo Launches Campaign to End Generation Debt Belfast-based savings and investments app, Yomo, has launched a pivotal campaign to end the UK’s spiralling debt culture, by educating young adults and children on their personal finances.

t the centre of the campaign, is a compelling Petition to ‘Make Financial Education for young children at primary level compulsory in all schools across the UK.’ Research commissioned by the Money Advice Service, revealed that money habits are formed by the age of seven. Yet there are no requirements on primary level schools to provide any form of Financial Education to their students. A study carried out by the Gambling Commission found that 450,000 children in the UK, as young as age 11 are gambling weekly, illustrating that children are not getting the Financial Education they require at a pivotal moment in their cognitive development. “Society must interject to combat this relentless debt trap. Our future generations must learn how to manage their finances, be aware of the dangers associated with unsecured loans and know the importance of saving for their future,” says Yomo founder Gavin Shields.

Extensive research highlights the severity of the UK’s debt crisis: • 2015 OECD figures show UK households are the second most indebted of the G8 nations, at 150% of net disposable income. • Research from the Money Advice Service shows that 8.3 million people in the UK are currently living with problem debts. • Research from Comparethemarket. com revealed that the average person in the UK owes £8000, not including mortgage debts. • Bank of England figures show that unsecured consumer credit jumped 4.9% in 2017, and now stands at £201.5bn. • The Office of Budgetary Responsibility (OBR) predicts unsecured household debt will reach 47% of income by 2021. • 307,000 - the estimated number of homeless people in the UK.

Buried in debt... Yomo founder Gavin Shields

a foundation of financial knowledge. “The government needs to intervene to help tackle this destructive debt crisis, responsible for crippling some of the most vulnerable consumers in Britain. “Primary school pupils should receive compulsory Financial Education lessons to promote positive attitudes towards saving, encouraging a financially secure future. “But we need your help to make a change. If you agree that our children are overexposed to debt and lack sufficient survival skills to cope financially in their adult lives, please join us in signing the Petition. Our aim is to drive as much support as possible so we can deliver the Petition to Parliament.” Immediate Action

Debt... a problem from an early age

Gavin Shields comments: “We want to protect our future generations from potential poverty created by poor financial decisions and provide them with

Financially educating our future generations is essential and a long-term strategy in combating the UK’s debt-ridden culture. However, a more immediate solution targeted at the millennial generation, is the Yomo app.

Yomo is an influential Savings and Investments App, focused on educating and empowering young adults to take control of their finances to create not only security but wealth for their future. The premise is simple, Yomo takes something that is often considered somewhat monotonous and complicated, and makes it simple and enjoyable. Through a strong rewards system, along with straightforward and engaging content, Yomo gives users the knowledge and confidence they need to move from saving to investing. Since launching in December 2017, the app has already acquired more than 5,000 active UK users. Shields further states, “Flat wages, rampant debt-driven consumerism and out-of-reach house prices make financial freedom a distant dream for most of us. But it doesn’t have to be this way. By making personal finance fun and rewarding, we can show users that debt isn’t their only option.’

Eye on Automation

The Future Is Here And It Is Automated Automation â&#x20AC;&#x201C; is it one of the biggest threats, or one of the biggest opportunities, facing Northern Ireland over the next 10 years?

ind out more at the Future of Work in Northern Ireland Solutions Summit at The Waterfront on 28th February, which will provide business leaders

and key stakeholders with a unique forum to learn about automation from world experts. Connect at Catalyst Inc recently published the Knowledge Economy Report, in which we

Join the discussion: Future Of Work in NI Solutions Summit 28 FEBRUARY | BELFAST

Male

152,141

www.futureofworkni.co #FutureNI @CIConnect

flagged up the challenges of impending automation and called upon Northern Ireland business leaders to explore and find solutions to the impact of automation together.

Female

99,431

Number of NI jobs at risk from automation, by gender, NI 2016

Eye on Automation The findings of the Report, derived from the research carried out by Ulster University Economic Policy Centre, estimate that up to 423,000 or 50% of jobs in Northern Ireland, will be impacted by automation in the next 10 years. Investing to grow our Knowledge Economy is fundamental to the sustainable success of Northern Ireland. We have a heritage of invention and innovation - but we cannot carry on thinking that our economy will simply assimilate the challenges we face without serious policy change and robust planning. So, whether you are a leader of an SME, a founder of a

start-up, an HR Manager, a leader in a major corporation or an influencer of government policy, we invite you to be part of this Summit to explore the challenges and opportunities presented by automation. The Summit will be hosted by BBC NI Economics Editor John Campbell, with inspirational keynote speeches by global thought leaders Ravin Jesuthasan, MD & Global Practice Leader at Willis Towers Watson in Chicago, and Northern Ireland-born Jonathan Downing, a leading researcher at Oxford Martin School, Oxford University. There will also be a series of panels with leading experts

in business and automation, along with two highly engaging interactive workshops. These will ask questions like: How can NI companies develop a competitive age from automation?; How might we reskill and develop displaced workers? And, vitally, how might Northern Irelandâ&#x20AC;&#x2122;s education system change to prepared young people for the future workplace? We can only start to formulate answers to these questions with an understanding of the type of jobs that will be impacted by automation through specially commissioned research and by hearing from local companies who are embracing the opportunities and addressing real life challenges.

To that end, we will be joined by representatives of well-known local businesses which have gained significant competitive advantage by adopting automation. They will reveal how they have dealt with challenges such as managing displaced workers, sharing new ideas, building realworld solution and applying the newest tools for accelerating innovation, entrepreneurship and impact at scale. The future is here and it is automated â&#x20AC;&#x201C; so, to get your ticket for this must-attend event, click on futureofworkni.co. Join us, and your peers from around the world, as we learn and build together for a better future!

Learn how these companies have gained a competitive advantage through automation

Future Of Work In NI Solutions Summit 28 FEBRUARY | BELFAST WATERFRONT

Eye on Construction

Housebuilding A Bright Spot On Construction Horizon A rise in house-building was one of the main bright-spots as overall construction workloads edged upwards in the final quarter of 2017 (Q4 2017), according to the quarterly RICS (Royal Institution of Chartered Surveyors) and Tughans Northern Ireland Construction & Infrastructure Market Survey.

Jim Sammon, RICS Northern Ireland Construction Spokesman

oth private sector and public-sector housing activity increased in the three-month period, according to the net balance of Northern Ireland respondents, while there was also an uptick in the data regarding both private commercial and infrastructure activity. However, the net balance of Northern Ireland respondents pointed to a fall in private industrial and public non-housing activity. As a result, the overall workload balance at +6 percent lagged behind all other UK regions and suggests that overall growth in the Northern Ireland construction and infrastructure sectors was lacklustre in Q4. The outlook for construction and infrastructure activity in Northern Ireland, whilst relatively upbeat, also lags behind other UK regions. Indeed, only respondents in Scotland had lower expectations

around employment prospects than those in Northern Ireland for the next 12 months and few were optimistic about profit margins for the same period. The lack of sufficiently skilled workers appears to be an obstacle for many construction businesses here, particularly with regard to professional services such as quantity surveying, demonstrated by a figure that was the second highest recorded for 10 years. Anecdotally, some respondents suggested that the current exchange rate was leading some EU nationals to move elsewhere for work. A number of respondents pointed to the lack of a functioning Executive at Stormont as an impediment to investment. Jim Sammon, RICS Northern Ireland Construction Spokesman, says: “It would perhaps be fair to say that the construction sector in Northern Ireland is something of a mixed picture. “As the survey suggests, house-building activity in some areas continued to grow, and we are seeing good activity in areas such as hotel development. “But there is a divergence between Greater Belfast and some other areas, and a divergence between subsectors. Some improvements in procurement processes are being made but the planning process remains unnecessarily difficult. “Looking ahead, it is vital that the political situation in Northern Ireland is addressed to boost confidence and to ensure important decisions are being taken. A resolution to some of the key challenges associated with Brexit is also important.” Tim Kinney, Construction Partner, Tughans Solicitors, said: “It is encouraging to see even a small upturn in infrastructure workloads, although the overall picture is one of limited growth. “It is good news that private house-building activity and commercial activity has risen and those responses back up evidence of a spike in local construction recorded in the latest construction bulletin from the Northern Ireland Statistics and Research Agency although it is coming from a low base.

“It is also encouraging to look around and see significant projects underway including large city centre hotel developments but if we don’t have a functioning local Executive this will mean that important decisions aren’t being made, impacting on the ability to make investment happen.”

The key Northern Ireland findings of the latest survey are as follows: • The headline workloads balance was 6% in Q4 indicating that workloads were broadly flat for the third quarter in a row. This was significantly below the UK average (+21%) and all other UK regions. • The highest net balances in the subsectors were seen in private housing (+17%) and private commercial (+14%) while growth was seen in the infrastructure sector for the first time in a year (+11%). A small amount of growth was reported in public housing (+6%) but the net balance of respondents reported that the private industrial sector had seen no growth for almost two years (-11%) while public nonhousing respondents have not reported growth for one year (-11% in Q4 of 2017). • Looking ahead, Northern Ireland surveyors remain the least optimistic in the UK. A net balance of +33% of Northern Ireland respondents believe workloads will be higher in 12 months’ time compared to a UK average of +48%. • Only respondents in Scotland (+11%) had lower expectations around employment than those in Northern Ireland (+24%) and a balance of only +10% were optimistic about profit margins. • Following a similar trend to the rest of the UK a balance of +62% of Northern Ireland respondents reported a shortage of quantity surveyors, a figure that was the second highest recorded in 10 years. • The highest levels of respondents in 13 years (+49%) reported a shortage in blue collar workers and a balance of (+47%) of respondents reported a shortage of other construction workers.

Eye on Internet

Introducing the reverse George Bush design effect – misoverestimating the user By Gareth Dunlop, Fathom.

“W

e know this solution is more usable based on the feedback the usability tests provides us with but it’s just a bit boring” was the heartbreaking feedback the agency received from their client. “There’s no way our users wouldn’t know what that interface control means.” You might think that the arrogance of speaking on behalf of users without ever having met one (or worse still, ignoring user feedback if it doesn’t suit) represents a luxuriant hubris for the tiny minority of organisations so successful and with such desirable products that their users will take what they are given. However this author’s experience suggests that this outlook is more prevalent than it should be, based on what we know about the close relationship between how organisations treat their customers online and commercial success. The inestimable Jakob Nielsen states that the single most expensive lesson digitally un-transformed companies have to learn is how different their users are to them. I am a long way from reaching the heady heights of global authority enjoyed by Nielsen, but I have been involved in digital for 2 decades, made a living from design for 15 years and have earned my keep from UX exclusively for 6. With every passing day, I am increasingly convinced that Neilsen is completely correct. Let’s contrast the world of most digital designers with the world of their users. To understand the world of the user, let’s turn to the statistics. Between 2011 and 2015 the Organisation for Economic Co-operation and Development (OECD) collected data from 33 industrialised countries. The data included tests from over 215,000 people with at least

“ Designers – you don’t own the design. It’s not for you. It’s not for your colleagues. It’s not for your boss. It’s not for awards judges. It’s for the people who are the reason you have a job – your users – across all levels of ability and disability.”

5,000 people tested in each county. Published in 2016, the report aimed to test the computer skills of people aged 16–65 by asking them to complete 14 tasks, of increasing levels of difficulty. Its findings are summarised below. • 14% of adults tested could only complete a level 1 task, such as deleting an email message • a further 29% of adults tested could complete a level 2 task, such as finding an email from a specific contact • a further 26% of adults tested could complete a level 3 task, such as finding a specific document in an email from a specific contact • the final 5% of adults could be deemed expert level computer users Critically, 25% of users were deemed unable to use a computer at all, with the general difficulty of software and usability challenges cited as a key reason. And none of this even starts to consider the 10%+ of most OECD populations who have a physical or other impairment which negatively affects their ability to use computers. When it comes to designers, in 20+ years in the industry, I have yet to meet one who doesn’t fall into

the 5% expert-level category. When we interpret “There’s no way our users wouldn’t know what that interface control means” through this lens, what it really means is that the designers friends and colleagues in the cosy 5% know what the interface control means. It casts the spotlight on the sad truth that “our users would never…” usually means “I would never…” or “my colleagues would never…” and frankly that’s not good enough. Culturally challenging this malignant mindset was high on the agenda of the GDS team in the UK a decade ago when they started the gov.uk project. Understanding the users they were serving was at the heart of everything they did and continue to do. In a recent report they published that every 100 times a public service is accessed in the UK, 77.9 of those times it is accessed online. People are no longer posting letters, filling in forms, going to Post Offices or spending hours on the phone. Users across levels 1, 2 and 3 and into expert are feeling confident and empowered because GDS recognise that everyone in their organisation serves the user. Many of us old-timers in the digital industry have been around enough corners to have seen too many designs which designers have designed for designers. And it’s difficult to think of a more condemning description of a design.

Designers – you don’t own the design. It’s not for you. It’s not for your colleagues. It’s not for your boss. It’s not for awards judges. It’s for the people who are the reason you have a job – your users – across all levels of ability and disability – relying on the quality of your work to solve real problems in the real world.

Gareth Dunlop owns and runs Fathom, a user-experience consultancy which helps ambitious organisations get the most from their website and internet marketing by viewing the world from the perspective of their customers. Specialist areas include UX strategy, usability testing and customer journey planning, web accessibility and integrated online marketing. Clients include Three, Tourism NI, PSNI, Permanent TSB and Tesco Mobile. Visit Fathom online at fathom.pro

Eye on News

Zymplify Opens Their Offices On The North Coast

Dr Peter Bolan of Ulster University who has been heavily involved in supporting the forthcoming Open and Tourism on the north coast, attended the official opening of Zymplify’s new offices located on Portstewart Promenade. Some of Peter’s students are now key members of the team at Zymplify which is one of N.Ireland’s fastest growing software companies. Seen here with ‘ZympliGuru’ team Michael Lynch, Carly Warke, Rebecca Millar and Michael Carlin CEO.

ymplify has been hosting their official opening with business guests invited from the north coast. The marketing automation software company moved into the contemporary new offices on Portstewart Promenade last month ready for growth and development plans going forward into the new year. Michael Carlin, CEO of Zymplify said ‘Tonight is about inviting our neighbouring businesses and partners to visit our new location and to meet the team prior to start of the holiday season. We set up the business in 2013 and already have a team of talented people but are continuing our recruitment drive to secure knowledge based jobs for the future. We needed a new location that the business could continue to develop and locate our growing team. “The new office layout and design enables us to continue that growth in line with our strategy for the next five years. Working with partners such as the University of Ulster and with the potential of new partners coming on board, our new offices are fit for purpose and importantly enjoyable to be in.

“The offices have spectacular views over the north coast, reaching to Mussenden Temple and Greencastle on a good day from our board room. We are already providing webinars and training to business from our new location, providing the added value that many other businesses are not able to do. “We have been fortunate to have the support of Invest Northern Ireland, helping us create additional new jobs, as well as helping us secure the investment we needed to continue our planned development”. Investor Steve Lesser from Boston also attended the launch and welcomed guests from the business community, including Mayor of Causeway Coast Joan Baird and Dr Peter Bolan from Ulster University. “I am extremely pleased with the new offices,” said Steve, “it is light and airy and the atmosphere of the team working together is positive, the new added space enables growth and development as we had planned. Zymplify is an innovative business and the new offices are an important asset to everyone who works there.”

Eye on Charity

Making A Difference In East Africa An East Belfast schoolgirl is to join those abseiling down the front of Belfast’s Europa Hotel in later February to raise funds for a unique African charity.

atalie McHugh, a student at Bloomfield Collegiate in East Belfast, has been a committed supporter of Go Make A Difference, an Oxfordshirebased charity run by a Belfast native, Graham McClure. Go Make a Difference (or GoMAD, as it has become known) is a charity which enables volunteers to get involved in a wide range of community projects in East Africa such as building schools, clean water supplies and providing

vital medical and social care. Volunteers travel to Africa for a period of two weeks to six months. The charity builds water tanks to bring free, safe and clean rain water to families and communities as well as pit latrines to improve the hygiene for local communities and prevent the spread of disease in the village. It also enables sick children and adults to be able to access the medicine and the care they need to get back to health and provide health education. The charity has a base at Musoma, a village in the Mara Region of Northern Tanzania, an area which stretches from Lake Victoria to the Serengeti Desert. “Our soil irrigation project aims to help alleviate the ongoing food crisis in East Africa which is a result of the poor harvest last summer,” says Graham McClure. “This has led to terrible shortages. We’ve seen people resorting to cutting firewood from the bush and trying to sell it for cash to buy food....and

this accelerates the irregular and declining rainfall. It’s a vicious circle. “Our goal is to pump water from Lake Victoria to improve the soil quality for the local farmers so that they can grow and provide food for their families. Our test plot is going well, and we plan to start a test drip irrigation project this month with our new team.” The production of maize in this part of Tanzania is shockingly low.....one or two bags per acre as opposted to 40-50 in some parts of the continent.

Natalie McHugh’s Europa Hotel abseil, supported by the team here at Business Eye, takes place on Sunday, 25th February......and all donations will be gratefully received.

Readers/Businesses can get involved by volunteering with us or alternatively by supporting us financially with a one-off gift or regular donation. Please see more details at; www.gomakeadifference.co.uk

Eye on Communications

Stepping Up The Broadband Pace

If poor broadband is slowing you or your business down then help is on its way. The UK government recently announced it will legislate so that everyone, no matter where they live, will have access to high speed broadband by 2020.

y high speed, the Government means a service that delivers a minimum download speed of 10Mbit/s. It’s big news for Northern Ireland especially as Ofcom’s latest Connected Nations report shows we have more of these properties than other parts of the UK. According to Ofcom, some 56,000 premises or 7% of the total can’t get a broadband service that will deliver a download speed of 10Mbit/s.

The UK-wide figure is just 4%. The problem is worse in rural areas where 23% of premises are not getting decent broadband services, compared to just 1% in urban areas. Ofcom says that’s often because they are situated a long way from the telephone exchange or local street cabinet. Nearly a quarter of premises (10,800) in the Fermanagh and Omagh Council area can’t get a service delivering more than 10Mbit/s. Mid Ulster (7,900) and Newry, Mourne and Down (7,900) also have significant numbers of premises that fall into this category. The UK government move is a lifeline for these homes and businesses which have been left behind while broadband speeds race ahead in towns and cities.

Indeed, rural broadband aside, the Ofcom report shows Northern Ireland’s communications infrastructure is in good shape. Superfast broadband – defined by Ofcom as a download speed of 30Mbit/s or more – was available to 85% of Northern Ireland homes and small businesses by May 2017, up from 83% a year earlier. The average download speed of a connected broadband service in Northern Ireland rose by 15% over the year, from 34 Mbit/s to 39 Mbit/s. Superfast broadband availability for SMEs is also increasing. 75% of small and medium-sized enterprises (SMEs) now have access to superfast broadband or faster – up from 71% in 2016. Meanwhile, coverage of ‘ultrafast’

broadband in Northern Ireland, which Ofcom defines as speeds of 300 Mbit/s and above, has risen to 25% of properties. And there are other positive developments in the pipeline that will help to raise Northern Ireland’s digital standing. Virgin Media, which had been focussed around Greater Belfast and Derry/ Londonderry, recently expanded its network to Bangor, Newtownards and Limavady with further expansion planned for 2018 and beyond. Meanwhile, BT recently announced a £20m investment which will see a further 140,000 premises in Northern Ireland gain access to ultrafast broadband. The other big news is the £150m pot of money promised for “ultrafast” broadband as a result of the confidence and supply deal between the DUP and the Conservatives. To put this in context, combined government funded and industry investments over the last five years have amounted to less than £100m. In its latest report, Ofcom also turned the spotlight on mobile coverage and here too it wants to see improvements. It says too many people in Northern Ireland still struggle to get a sufficiently strong signal – particularly in rural areas, where 4% of premises have no voice coverage from any operator. Ofcom Northern Ireland Director Jonathan Rose says: “With all the technological advancements we’ve seen in recent years, people shouldn’t have to second guess where they can and can’t get decent mobile reception. “The public and our economy depend on mobile coverage that allows people to call, text or get online wherever they are. So we need to see mobile companies step up and prioritise improving coverage across the UK.”

Eye on Marketing

New Marketing & Business Development Consultancy Launched to Support and Inspire SMEs Multi-awarding-winning Director, Gillian McLean, has founded a new marketing and business development consultancy to support, inspire and transform SMEs across Northern Ireland.

hrive Marketing & Communications’ offers independent, objective advice. The consultancy challenges perspectives, gains alignment to business goals, creating simpler, more effective marketing operations, strategies and plans. Thrive takes away the hard work, giving companies peace of mind that their projects will succeed. Gillian has over 20 years practical marketing and communications experience within the public and private (FMCG and industrial) sectors. She has extensive national and international experience in engineering, tourism, arts & culture, horticulture, defence and leisure marine industries. The diversity of this experience is what makes Thrive Marketing & Communications unique. Gillian has helped companies across Northern Ireland deliver outstanding, award-winning marketing communications that drove the customer experience across multiple touch points. An accomplished business professional, she is highly regarded for her expertise in developing and executing successful strategies targeting key business and consumer segments. In her leadership roles within industry she built teams, structures, and the environment to liberate creative problem solving, whilst developing new innovative business models helping some of Northern Ireland’s leading companies diversify into new business sectors. Gillian commented, “Thrive

Marketing & Communications offers flexibility, creativity and passion to our clients. We apply hands-on experience and in-depth knowledge to insights and strategy. Our business is focused on building relationships with our clients, to truly understand their business and then working collaboratively to deliver results. Our clients are typically SMEs wishing to expand their company and enter new sectors, or those seeking a fresh perspective on their business through independent, objective advice and operational support on how to take their company forward to the next stage of its development. We listen to the needs of our clients and tailor our services to each individual situation.” Thrive Marketing & Communications provides businesses across Northern Ireland with specialist integrated marketing and communications support from marketing strategies and plans, strategic reviews, market assessment and evaluation, market research, brand management, through to integrated marketing communications campaigns and operational support and delivery.

For more information, or to get in touch with Gillian to discuss how Thrive Marketing & Communications can help you to achieve your business goals visit www.thrivebusiness.co.uk

Eye Moving On

1 Margaret Allen

2 Julie Brown

3 Nikky Looby

Mount Charles Group has made seven key 1 appointments. Margaret Allen, who has been with Mount Charles since 1990, has been promoted to Director of Food, Beverage and 2 Procurement across the Group. Julie Brown becomes Director of HR & Organisational 3 Development; Nikky Looby has been promoted 4 to Head of Catering while Caroline McClelland has also been promoted to the role of Operations 5 Manager. David McNaught joins the company as an Area Manager with responsibility for managing the company’s Ulster University catering contract; 6 Rowly Gallagher has taken on the role of Head of Beverage & Events, with overall responsibility for all beverage/events contracts across the Group including Down Royal Racecourse, the NW200 7 and the Kingspan Stadium and Barry McLean has been promoted to Procurement Manager. 8 Lisa Maltman has been appointed Business Development Manager at Institute of Directors Northern Ireland. Lisa has extensive experience working with companies across Northern Ireland establishing relationships at a senior level and will be responsible for creating and sustaining planned growth in membership, sponsorship and IoD engagement in Northern Ireland.

4 Caroline McClelland

5 David McNaught

6 Rowly Gallagher

9 David Egan is appointed as Chief Executive of Hughes Insurance Services. He joins from Post Insurance where was Managing Director of the An Post personal lines subsidiary. He is a former Chief Financial Officer at AON and also worked 10 for the American Insurance Group (AIG). Richard Fulton takes the role of Chairman at Hughes Insurance. He is a corporate lawyer and has held board level appointments at First Derivatives, Phoenix Natural Gas and Galen Pharmaceuticals. 11 Gordon Carson becomes Managing Director at 4c Executive. Gordon will lead the 4c team across its three core business divisions: 4c Executive Search, 4c Boardroom and 4c Third Sector, to provide clients with tailored solutions for business-critical roles throughout their organisations. Gordon will work closely with 4c’s founder Gary Irvine, who has assumed the role of Chief Executive Officer.

7 Barry McLean

8 Lisa Maltman

9 David Egan

10 Richard Fulton

11 Gordon Carson

12 Clare Heaney

Law firm Carson McDowell makes three 12 appoinments. Clare Heaney has joined the firm’s Healthcare team. She has previously worked as a Paralegal for the General Medical Council, working in Manchester and London. Clare is also admitted on the Role of Solicitors 13 in England and Wales. Amy McConnell has joined Carson McDowell’s Real Estate team as a Solicitor. Amy is also a committee member of the Northern Ireland Commercial Property Lawyers’ Association (NICPLA). 14 And Katie McAllister has joined the Media Law team. She previously worked in a leading Belfast law firm, gaining experience in a wide range of practice areas including media law, commercial litigation and Judicial Review.

Eye Moving On 15 Helen McErlean has been appointed as Mortgage Consultant at Danske Bank. Helen is based at the bank’s Donegall Square West branch and is responsible for looking after the mortgage needs of customers in Greater Belfast. She brings to the role 12 years’ experience at a competitor bank. 16 And Sinéad Rafferty has been appointed to the same role, also at Danske Bank. Sinead is responsible for looking after the mortgage needs of customers and is based at the bank’s branch at Forestside Shopping Centre.

13 Amy McConnell

14 Katie McAllister

15 Helen McErlean

16 Sinéad Rafferty

17 Tara McAnearney

18 Lucy Elliott

17 Tara McAnearney has been appointed to the position of Marketing Executive at Lambert Smith Hampton. In this role Tara will work across a range of marketing and communications activities. The commercial property firm has also 18 announced four further appointments. Lucy Elliott has been appointed to the position of Director in Property Management in Lambert Smith Hampton. Lucy is a Chartered Tax Advisor and also became a Chartered Surveyor before moving into the commercial property sector 19 twelve years ago. Lindsay McQuillan has been appointed to the position of Associate Director in Property Management. Lindsay is a Chartered Surveyor with eight years’ experience. 20 Bronagh Hannon has been appointed to the position of Finance Business Partner and Senior Management Team. Bronagh is a chartered accountant with seven years’ experience which includes Property Management Accounting. 21 And Belinda Moran has been appointed to the position of Director of Marketing in Lambert Smith Hampton. Belinda oversees retail marketing within the shopping centre portfolio throughout the UK and Ireland and is responsible for delivery of LSH communications in all-Ireland. 22 Kerry Calvert and Aimee McGregor have 23 joined HLM, the leading design and architecture company with studios in Belfast. Kerry has been appointed as a Senior Architect, bringing extensive experience in the architecture industry, having delivered award-winning projects in Belfast, London and internationally. Aimee has joined the HLM team as an Office Administrator, currently studying her OCR Level 2 and 3 Diploma in Business Administration as part of her role.

19 Lindsay McQuillan

20 Bronagh Hannon

22 Kerry Calvert

23 Aimee McGregor

21 Belinda Moran

Eye on Media

Northern Ireland Screen... Changing A Country By Tim McKane of NavaTalk Digital Tim McKane reflects on his nine-year stint as a board member at Northern Ireland Screen, and reckons that the growth of the film and TV industry here is the greatest success story of the lot in post-Troubles Northern Ireland...

have just completed my stint as a Board Member of NI Screen. nine years watching from the inside as the Executive Team has transformed a small country with no history of film and television production into a place with two major studios, multiple productions for both the big and not so small screen and the biggest television series in the world. I got involved after going to listen to the then Chairman, Colin Anderson, who I knew through advertising, present the story so far in 2008. A film was being shot in Belfast directed by the late Richard Attenborough, called Closing the Ring. I had written and produced a number of TV ads and had always had an interest in movies. They were looking for Board members, so I applied and was appointed. The new Chairman, Rick Hill, took the helm as NI Screen engaged with partners in government, INI, Belfast Harbour, Titanic Belfast and many more. The time was right. There was momentum growing. Richard Williams was working closely with Mark Huffam, a Belfast native who had Stephen Spielberg’s number on his phone, having worked on Saving Private Ryan among others. There was a film looking for a huge studio, City of Ember. They wanted to build a city. Of course they did. Richard met with Michael Graham of Titanic Quarter, who showed him the hall that was used to paint panels of ships in Harland and Wolf. It was huge. It was perfect. Wheels were set in motion. Tom Hanks was producing with his wife, Rita Wilson.

They came to Belfast. Tom Hanks. In Belfast. Followed by Bill Murray. The set was built. The movie was shot, Saoirse Ronan got her first starring role. Belfast was on the map. Meanwhile, Bernard McCloskey and his team were integrating film and television education with the development of the Moving Image Arts A-Level, the Creative Learning Centres, After Schools Film Clubs and more. This team are the unsung heroes of NI Screen. Many of the students that got started with these are now credited crew on some of the best TV being made, anywhere. As a Board Member, you are mainly watching these things happen, adding advice on your area of expertise, and making sure that the governance is consistent. Regular meetings to pass the investment decisions let me see the amount of activity that was underway. Animation growing from nothing to a major part of the industry with several major companies notably Sixteen South, employing 100s of people in Belfast. The Irish Language Broadcast Fund, supporting programmes made in Irish that were not political just excellent television. The Ulster Scots Broadcast Fund giving creative production companies the opportunity to get funding for production and creating employment. Then at one meeting, the unassuming Andrew Reid told us that HBO was interested in using NI and the Paint Hall to shoot a pilot, in conjunction with a movie called Your Highness, they would

share sets. The HBO budget was $10million. A pilot and it might never get broadcast if it didn’t work. It was called Game of Thrones. The pilot was shot and shot down too. But HBO ignored the initial critics and series one was commissioned. We waited to see it, with a relatively unknown cast apart from Sean Bean. The sets in the Paint Hall were incredible, costumes for thousands of extras, swords, spears, wolves. Crew, extras, local companies providing food, rental generators, camera cranes, cherry pickers. Local people becoming experts in all areas of high-end film production. The show grew and grew. The sets were dotted around Northern Ireland and each one now sees floods of visitors from all around the world. There were ups and downs. Government money was at risk and needed to produce results. Disputes over new studios being built. Requests for more investment. The BBC that had hardly produced any drama in NI were now seeing the biggest show on Earth being shot in a place they had said did not have the capacity or facilities

to shoot a small local drama. Now we see The Fall, In the Line of Duty and much more being produced across the province. Writers were supported, training positions created with every production. People from NI are now experienced crew and working across the globe. New directors are emerging, new writers are creating. There is a thriving industry in Northern Ireland where ten years ago there was nothing. This is the greatest success story in my experience in Northern Ireland. A place that is still haunted by the Troubles is now being talked about at the highest levels of the Hollywood screen industries. The contribution to the local economy has been over £250 million over the past four years. I leave having been able to see this happen through a close-up lens. Richard Williams, Andrew Reid, Moyra Locke and Bernard McCloskey are moving to the next strategy with even greater ambition. The current Chair, Rotha Johnstone will drive it on, and young people will be able to see their dreams of working in the film industry fulfilled.

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Eye on Motoring

Motoring with Derek Black dbmotoring@btinternet.com

VAUXHALL MAKES A GRAND ENTRANCE TO THE SUV BATTLE Vauxhall’s new alliance with Peugeot has given it fast track access to a decent-sized crossover at a time when this sector is burgeoning. The only cloud is that practically every rival car company is now churning out volumes of these vehicles, some of which are rather better.

till, the 3008-based Crossland X is a decent machine for everyday transport. It is neatly styled and has useful interior space. Don’t be mislead by the ‘X’ suffix: this car does not have a four-wheel drive option but, instead, offers a traction control system for the front wheels which should find a bit more grip if you get stuck. (Of course, all wheel drive is rarely needed in everyday driving.)

There are just two engines to choose from - perhaps due to the haste of its arrival. These are Peugeot-sourced; a 1.2 turbo petrol and a 1.6 turbo diesel. The petrol is seriously boosted for its capacity to produce an impressive 130PS. The stated 55mpg Combined sounds good but would be hard to achieve in everyday driving. Emissions of 117g/km put it in 22% BIK. While it does not have as much driving sparkle, the 1.6 diesel is rated at 70mpg Combined with 104g/km also resulting in a 22%BIK rating. The diesel models are pricier to buy, starting from a list price of £23,840, about a grand more. Given the fierce competition in this category, Vauxhall may find it hard to resist discounting for long. The Grandland also showcases a raft of technology aimed to

improve convenience and safety. Keyless entry, self dipping headlamps, lane departure warnings satellite navigation and the OnStar system that puts you in touch with a live operator if you have problems. It is all controlled from a big colour touchscreen, or

by voice commands in some cases. This is the stuff normally only found on much more expensive cars. Among the many options are a heated steering wheel which I appreciated in the snow spell, in-car wifi and a system to charge your mobile by Bluetooth.

SUZUKI’S JIMNY IS A GREAT WEE MUCKER WHO HASN’T GONE AWAY The quirky little Suzuki Jimny has been on the market for decades but it is still on offer at least until 2019 when there are rumours of a new model.

es, it is something of a fun car but no, it is not a joke. This is a serious little mud plugger with high and low fourwheel drive gear ratios to let you inch your way out of serious trouble. Its little 1.3-litre petrol engine produces a weakly 84 mph so don’t expect much fireworks on the road, or much torque when you are off it. They say the Jimny can build up to 87mph on the flat, not that I attempted this. I was content to potter around and enjoy the view. For the record it takes 16 seconds to achieve 62mph from rest which

is okay if you are not in a hurry. The other disincentive to rushing about is the bouncy suspension. Best to hold your breath and drive at the car’s pace without forcing it on. Inside there is room (just) for two adults with their elbows touching in the front or the rear. But don’t expect a boot if the back seats are in the up position. Cheap and cheerful is the order of the day. It costs from £13k to buy, is reported to return just under 40mpg combined, with emissions of 162g/km putting a company car owner on the naughty seat with a BIK rating of 31%. Clearly this is not a car of our times! On the other hand, if your location is vulnerable in cold weather, or you need to go cross-country every day, then the rough and tough nature of the Jimmy might fill the bill. It is marginally better

than a quad bike, I suppose. Or if you simply just want something different in a fun car that will not break the bank, then say hello.

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Eye on Motoring

THE DIESEL DEBATE

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his is mostly due to bad PR over pollution, coupled with concerns over increasingly strict regulations and sinking second-hand values. “Sales of diesels are set to fall by up to 10% in 2018 A survey of 1,000 UK firms also found that 62% of large businesses, with between

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