Business Eye June July 2020 by Buckley Publications

Issue 198 June/July 2020 £2.50

Barclay Communications... Playing A Central Role In The Crisis

Features:

Tourism NI Shapes Up For Its Biggest Challenge

Funding NI Water… Vital For Recovery

Building Belfast - Chamber Sets Out Its Stall

Contents

June/July 2020 ISSUE 198

08 Getting NI Tourism

29 Top Hotelier Takes

The scale of the recovery task facing the Northern Ireland hospitality industry can’t be over estimated. But the job starts here, says Tourism NI Chief Executive John McGrillen. As hotels, pubs and restaurants start to open, he tooks at the challenge that lies ahead.

Leading local hotelier Rajesh Rana takes an entrepreneur’s view of the prospect for recovery post-Covid 19. He reckons that recovery might be faster than some are predicting.

Back On Track

An Optimistic View

16 Funding NI Water...

Vital To Economic Survival If infrastructure is a key driver of economic growth, then the funding of Northern Ireland’w water and sewage networks is vital for the region’s recovery from crisis. NI Water CEO Sara Venning outlines where the industry finds itself and charts its key targets and objectives.

18 Barclay Communications...

Playing A Central Role In The Crisis Technology, and mobile technology in particular, has been front and centre throughout the Covid-19 crisis. Britt Megahey, Managing Director of Barclay Communications, tells Business Eye how his teams supported business customers from the onset of the crisis through to the business recovery phase.

22 Hotels...The Transition From Crisis To Recovery

Ciaran O’Neill, General Manager of the Bishop’s Gate Hotel in Derry/Londonderry, talks about the dark days of March and how the historic hotel is planning to reclaim its rightful place as a jewel in the North West’s tourism crown.

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32 Building Belfast Back...Better Michael Stewart, newly-elected President of Belfast Chamber of Trade, charts the city’s path to recovery as detailed in the Chamber’s comprehensive 15-point plan to build Belfast back...only better.

36 UrCare...Your

Partner In Recovery UrCare is a new NI-based organisation ready to assist businesses and organisations to create a platform for stability and to recalibrate over the coming year. CEO Roger Alexander talks about the ethos of the new business and how it can help local firms through challenging times ahead.

42 Guinness Launches €14 Million Pub Fund

As local pubs and restaurants prepare to re-open their doors, one of the giants of the drinks industry is doing its bit. Guinness has announced a new €14 million fund, called “Raising the Bar”, established to support the recovery of pubs across the Island of Ireland.

Editor Richard Buckley Commercial Director Brenda Buckley

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

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

How time flies when you’re enjoying yourself, as the old saying goes. To be fair, the past few months certainly haven’t been a time for much enjoyment, the better than average weather apart. But time does seem to be flying.

Comment

“The economy has been flatlined, it’s been in a coma and it has to continue to be brought back to life. That is in absolutely everyone’s interest, even those who criticise the business lobby and fondly imagine that the health of the economy doesn’t impact on them. It does.”

round a month ago, on this page, we reflected on how much had changed since the much darker (metaphorically speaking) days of April and the full lockdown that came with it. Four weeks hence and we’re a whole lot further on once again. Our restaurants, pubs and hotels have just opened once again, shops are back in business and Belfast city centre has been gradually coming alive once more day by day and week by week. It’s a slow and careful process, but it’s heartening to watch it happen. As we enter the summer months, and the traditional holiday period, there’s a bit of breathing space on the horizon. Time to take stock. Time to recalibrate. Time to prepare for what we all hope will be more positive steps towards normality come later August and, in particular, September. Northern Ireland, as the Financial Times observed recently, was effectively shielded from the very worst of coronavirus by the Irish Sea and by the fact that all of us have plenty of space around us. Simple, geographical factors but factors which have been invaluable in making sure that this region wasn’t nearly as badly hit as other parts of the UK. There are plenty of scientists, doctors and assorted armchair experts out there ready to warn us that a so-called ‘second wave’ could appear, perhaps in the autumn months as the weather cools and lockdown measures start to recede into the past. It’s something that we all must be wary of. But it’s not something that should dominate the agenda. The odds are that localised measures can and will be used to deal effectively with any localised spikes. To be fair to the NI Executive, it hasn’t let concerns over a second wave dominate its thinking. The economy has been flatlined, it’s been in a coma and it has to continue to be brought

Richard Buckley EDITOR Irish Magazine Editor of the Year 2005

back to life. That is in absolutely everyone’s interest, even those who criticise the business lobby and fondly imagine that the health of the economy doesn’t impact on them. It does. Our theme for July and August should be positivity. We should be working hard to move forward away from lockdown and the deep freezing of our economy. Businesses must work to return to their offices to breathe life into cities and towns. Workers should be encouraged to return to those offices, although it’s a fact that a higher level of home working is going to be with us fore the foreseeable future. Government at a local level must continue to support the local economy as it is doing at the moment. Diane Dodds has shaped up to be one of the most dogged and determined Economy Ministers we’ve ever had since the start of devolution. But business itself has to play a role too. Local businesses must support other local businesses. And consumers have to move away from the comfort of buying online and get out there to support local retailers, town and city centres. It goes without saying that it’s also crucial that all of us support our local hospitality industry, hit first by this crisis and hit hardest by this crisis. Tempting though it may be to take advantage of the forthcoming air travel corridors into Europe, everyone should consider a break closer to home. Who needs to sweat on a sandy Spanish beach? Pack your coats and hats and stay right here. You never know. You might enjoy it more than you thought you would. Business Eye Online will continue to serve the business community throughout the summer, as it has throughout the coronavirus crisis. Our next print edition will be the annual Business Eye Profit 200 due to be published in August. Have a great July.

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Eye on Hospitality

Hotels – a role beyond restoring the economy By Janice Gault, Chief Executive, Northern Ireland Hotels Federation

Businesses often stall, stumble or struggle but rarely do they simply stop. On 23rd March 2020, hotels in Northern Ireland closed their doors, battened down the hatches and went into hibernation mode.

he letter that’s interested everyone during lockdown has been the “R”, specifically the “R” number which has influenced the road to recovery and the rate at which we unlock constraints. Over the course of the last three months emotions have run a torrid course from the despair at closure, to dread of return. If everything goes to plan, hotels will start to reopen on 3rd July, slowly emerging from the altered reality of lockdown. The “R” number is currently under 1 and this metric indicates suppression of the virus, which is the condition on which we are reopening. For hoteliers, there has been a shift towards resurgence coupled with an instinctive inclination to survive. As a sector, there is a palatable desire to restore the hotel industry to its pivotal role in the local economy. Hotels remain one of the pillars of tourism and hospitality, offering a safe haven in these strange times. It goes beyond a trip away, a coffee in the foyer or a cocktail in the bar. Their reopening signals a return to

normality albeit a “new normal” and brings with it a message of hope. There has been a vast amount of analysis of the lockdown by experts in many fields. It’s being fascinating to observe the differing views and of particular interest has been the stance of economists who many think only report in numbers, proffer statistics and look at trends. I’ve always thought of economics as a bit of a black art practised by magicians with access to great graphics and an alarmingly complex vocabulary. Their wonderings generally invoke great debate and often bring a different perspective to a problem or understanding of a situation which seems unfathomable. In the last couple of months, these conjurers have grabbed my attention once again by talking about emotions, the impact of uncertainty and replacing forecasts with scenarios. This is, as one renowned economist succinctly put it, because forecasting during complete closure was futile. Over the last quarter, there has been a steady flow of scenarios, some good and some bad. However,

as we prepare to open, forecasting has had a renaissance. I’m viewing this as a positive development in that there is future activity to analyse and actions that can be taken to mitigate the terrible effects of lockdown. Survival is heavily referenced in all outlooks. If hotels can get through the next twelve months, along with a significant portion of the wider visitor economy, then we stand a chance of making a reasonable come back. Many are predicting a square root recovery with an immediate bounce back followed by an extended period of sub par or sluggish growth. Graphically this looks like the square root symbol (√). This type of recovery would present a considerable challenge for the hotel sector which has invested £600m over the last five years. It would offer little chance of seeing this investment realise its potential. Uncertainty plays a big role in this scenario. After initial euphoria, fear of the future returns, consumer confidence ebbs and business staggers, slowly upwards but for many not at a viable rate.

There have been other alphabetical themed forecasts bandied about with the “U”, “W” and “V” being proffered. Currently, we are in free fall. A wellmanaged and safe return to business will help improve performance but in the longer term, hotels will need continued fiscal support and increased promotion. Tourism Northern Ireland will undertake promotional activity in the coming months and a significant marketing war chest will be required to bring Northern Ireland to the visitor’s attention as travel options are restored. We have a new brand, “Northern Ireland - Embrace a Giant Spirit”, and the hope is that a giant budget will be in place to roll this out. The year ahead will be challenging. Post Covid-19 trading will be no picnic but as an industry we have displayed great tenacity in the past. The sector has shown enterprise in lockdown and ingenuity in reopening. Tourism and hospitality as a collective have a role well beyond restoring economic stability in the future. This sector can bring hope, happiness and health which have value beyond any fiscal measure.

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Eye on Tourism

The Journey Starts Here... Getting NI Tourism Back On Track The scale of the recovery task facing the tourism and hospitality sector here can’t actually be over stated. The task is so huge that exaggeration is well nigh impossible.

ut the job starts here. As most people read this, our hotels, restaurants, guest houses, self catering establishments, caravan parks, and visitor attractions will be taking the first tentative steps back into business after more than three months with the shutters pulled down and locked. “We can’t under estimate what lies ahead,” says Tourism Northern Ireland CEO John McGrillen. “But we have to roll our sleeves up and get on with it. I think, for most in the industry, the sheer joy at being back open again will help to mask the enormity of the task.” John McGrillen and Tourism NI bounced into 2020 on a high note. Tourism here has notched up a couple of record-breaking years and all their forecasts said that 2020 would set another record in terms of visitor numbers of economic impact. The dividend from last summer’s Open Championship at Royal Portrush would be kicking in, more cruise ships were due to be docking in Belfast than ever before and hotels all over Northern Ireland were reporting strong interest right from the start of the year. “The industry had invested in that future. It was putting its money where its mouth was.

Tourism Northern Ireland CEO John McGrillen

Transport companies had bought new coaches, new top range vehicles, and hoteliers had spent money on accommodation and facilities, all set for a bumper year. “The big golf courses were booked up all set for the spring and summer and

everyone was looking forward with a lot of confidence.” But then, during February, came news of a mystery virus wreaking havoc in the Chinese city of Wuhan. “We put it onto our risk register back in February but, back then, we thought it

might be threat to our Chinese business. We never imagined that it would have the global impact that it did,” says McGrillen. When Covid-19 arrived on these shores, tourism and hospitality was hit first and hit hardest. Restaurants closed their doors, hotels were mothballed, resorts pulled down the shutters and any visitors quickly disappeared. John McGrillen is well aware of how quickly it all happened. In the week before lockdown was introduced, he was in New York with newly appointed Economy Minister Diane Dodds on a mission to boost both trade and tourism. Within days, he and the entire city centre-based staff of Tourism NI had decamped to work from home, and it’s unlikely that they’ll be back to day to day

Eye on Tourism

working from their city offices until the end of the summer. But the atmosphere is very different now from those dark days of later March. Tourism NI was quick to welcome the Economy Minister’s announcement of a July 3rd re-opening date for hotels, bars, restaurants and cafes, preceded a week earlier by caravan parks. “It gives the industry a fighting chance of rescuing something from this summer,” says John McGrillen. “A lot of people will be staying on the island of Ireland so the potential is very good. And we might even be able to attract a few visitors from GB as well.” He also reckons that Northern Ireland tourism’s strong outdoor theme will stand it in good stead going forward. “We’re

definitely going to see a swing towards healthy, outdoor breaks and that’s a trend that plays into our hands,” he adds. Tourism Northern Ireland is due to launch a major marketing campaign to promote the concept of holidaying at home this summer and into the autumn months, and there will be a strong emphasis on attracting younger people and young families (the 24-40 age group). “The research shows that they’re the ones most likely to be doing any travelling this summer,” says John McGrillen. “Once again, we think that we have the kind of facilities and breaks that they’re going to enjoy.” He’s quick to pay tribute to Diane Dodds for the role she has played in bringing forward

the July opening date for the hospitality sector here, but also for her part in the NI Executive’s decision to have one metre social distancing applied here.

“Two metres just wasn’t workable for the industry, which already faces a bit of a juggling act between putting safety measures in place to reassure customers and making sure that they can enjoy their stay without the measures being too intrusive,” he says. “Looking into the future, we’ll be watching carefully to see if and how consumer trends and preferences change. We have to be ready, as a region and as an industry, to re-invent ourselves and look closely at the product we’re offering. “But I do think that our emphasis on the outdoor and on the natural gives us an immediate advantage in the short term.” Job losses, he readily admits, are inevitable across the industry. “Some will not survive this crisis. That’s a fact of life. And jobs will be lost in the coming weeks and months, especially as the UK Government’s job support measures start to be withdrawn. “We have to be ready for that and we all have to work hard to save as many jobs and livelihoods as we possibly can. “But there is hope. We can now look forward to getting something out of the summer of 2020. And we can really get back to business in 2021. Our two top golf courses, Royal County Down and Royal Portrush were fully booked for 2020 before the pandemic came along. Now they’re booked up for 2021. If that’s not encouraging, I don’t know what is....”

Eye on Business Planning

Building the Road to Recovery

By Michael Jennings, Restructuring, Forensics & Advisory Partner

At the start of 2020, our local businesses in Northern Ireland were emerging from years of instability around Brexit which had been compounded by the collapse of the NI Executive three years earlier.

lot has happened in the intervening period. The UK has left the EU and Northern Ireland has a restored Executive and Assembly. Covid-19 then hit and changed the world impacting all areas of our society and economy. Business and working practices have changed too, possibly forever. At BDO NI we have seen a significant increase in directors and business owners seeking strategic advice to protect their businesses, manage their cash and safeguard jobs for the future. Covid-19 has also ensured that our new Ministers have certainly had a baptism of fire. To date the Economy Minister, Diane Dodds, has shown herself to be eager to engage with businesses. Mrs. Dodds has displayed a clear understanding of the critical role that our local businesses will play if we are to emerge from Covid-19 with a salvageable economy. Businesses can take heart from the fact we now have a Minister and an Executive willing to listen. Having engaged extensively with our clients and referrers throughout this period, we have focused on what needs to happen now to get the economy moving again.

Across the board, the furlough scheme has been well received and appreciated as it has allowed businesses some breathing space as they have adapted to the new realities. However, furlough will be ending soon, and we must focus on how we chart the road to recovery. Our construction sector is resilient and has been rebuilding its own momentum but this needs to be matched, where possible, by central and local Government. Procurement needs to be expedited for those contracts that are good to go. Similarly, local Councils need to play their part by accelerating planning and allowing projects to proceed, therefore maintaining and creating jobs, bringing much needed investment into the local community. Facilitating growth and investment for many businesses will be the mark of a good recovery plan. BDO NI has been engaging with and providing strategic advice for a number of businesses who, whilst taking steps to streamline their cost base, are seeking acquisition opportunities to increase market share and to contribute to their remaining core overheads and costs.

Considered thought is also needed on applying, where appropriate, temporary reductions, deferrals or extensions on a range of tax and VAT arrangements that otherwise could be detrimental to the competitiveness of many of our businesses. Northern Ireland’s facilities and services sector has been badly hit and needs support. Further clarity around social distancing measures, and the reduction from 2 meters to 1 meter will have a significant impact, allowing more people to get back to work. A possible option is encouraging the public sector to look to these local firms and where possible consider reinstating contracts and outsourcing to them in order to support the sector. Local manufacturing firms have had years of uncertainty around Brexit and have learned to be flexible and adaptable. Government has sought to reassure the sector through Brexit and the Covid-19 pandemic, which is appreciated, but more can and should be done. Northern Ireland firms are currently not fully exploiting the export market, we have so much more to offer and this opportunity needs to be capitalised on as we move forward.

Some policies from Westminster, such as the two week quarantine for those arriving home from abroad, need to be revisited at the discussion table, as this will further hit our tourism, hospitality and aviation sectors. We need to see continued support, clarification on revised social distancing measures and we need targeted practical steps to help the recovery. Above all, it is essential that we the public feel confident and safe to spend money, this is key to unlocking the economy. For many, this is brought about by people feeling secure in their employment and financial position- only then will they spend money on the High Street or eat out in the local cafes, bars and restaurants. Therefore, for many employers across the country, the emphasis for them is on developing and promoting a ‘back to work’ mindset, whereby people can feel comfortable with a return to the workplace. Times of change often present opportunities for fraudsters and Covid19 has resulted in increased levels of online usage and of fraud. All business and their employees need to be extra vigilant, take increased steps to protect themselves and educate staff to detect and prevent fraud early. With the setup of the new Economic Advisory Panel, I am optimistic that through the Executive, our local Councils and the NI business community promoting a ‘back to work’ mindset and working together, this will help to get the wheels of commerce turning again and accelerate the pace of NI’s economic recovery. Our businesses are as resilient as ever and will no doubt take this opportunity to restructure and emerge stronger and more efficient to exploit any future economic bounce back.

Michael and his team at BDO are here to help you and your business as we enter the recovery phase of the Covid-19 pandemic. You can contact Michael and his team on 02890439009.

Eye on Cloud Communications

Returning to work How tech can ease the transition After more than three months, SMEs are on their way back to workplaces right across Northern Ireland. Many are returning in phases while others continue to work remotely.

here is much to consider. Safety measures, risk assessments, appraising immediate staff needs and workloads. While there’s no set timetable for businesses, most are already set up well to continue working remotely, which means there’s plenty of flexibility and wriggle room built in. On the face of it, technology has helped most businesses to weather the storm and this will continue for some time yet. Putting the market challenges aside which everyone will face, there are some certainties and facts we can rely on. Things won’t be returning to normal anytime soon. The ‘normal’ we thought we knew is a long way off, and may never return. But we do know that the technology which we quickly embraced during lockdown, if not before, will be a bigger part of our world long into the future. It’s amazing how many managers and staff at all levels learned quickly to adapt to working remotely, and to adapting and utilising the benefits of a new wave of productivity and collaboration software such as Microsoft Teams and cloud telephony. After getting started, remote workers can now easily and securely share content, reports, meeting agendas, have ‘face-to-face’ meetings and keeping in touch on progress and projects with clients and colleagues. Quick catch-up calls are exactly that too. Functional and productive with no travel time wasted, this software has not just been a lifeline – it’s highly cost-effective. Everyone is always up to speed and continually updated with little room for error or miscommunication. This

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is what the new normal will look like. SMEs will operate very differently in the years ahead and remote working is in, with little ‘business as usual’ in sight. A new survey by the Institute of Directors Ireland suggests that companies could permanently shift working patterns and downsize their office space by embracing more remote and flexible working, with just 12% expecting all staff back in the workplace and the majority indicating that the majority of staff will be splitting their time between the two. A recent survey by PwC also suggests that almost 80% of businesses will be working more remotely in the future and that more will be invested in technology to meet client needs in a new way. So if you’re not already using technology such as Microsoft Teams, it’s time to start exploring just what it can do. Microsoft Teams was built for today’s diverse and increasingly

mobile workforce, providing you with an open, digital environment that makes work simple, integrated, visible, and accessible for everyone. With Teams, everyone around you will always be in the know. CHAT AND MEET Enjoy public and private conversations. Microsoft Teams provides a versatile conversation experience where you can enjoy persistent threaded conversations. It brings you video and voice capabilities plus a wide variety of modern visual communication tools that will help increase engagement with staff which can easily be scheduled in advance with notice of the agenda and who has been invited. HUB Teams offers a shared workspace for the various applications in Microsoft Office including PowerPoint, Word, Excel, Planner, OneNote and SharePoint. This feature gives you and your teams the option to work natively without having to stress about

toggling between applications as you try to get projects completed. MOBILE AUDIO AND VIDEO CALLING

It provides a simple and easy-to-use app that allows you to chat with your team via text, have a voice conversation, or a video meeting. SECURE Microsoft Teams is among the most secure applications in the world and stands head and shoulders above its competitors. According to EY, it is too early to say to what extent we will not go back to the old way of working, but that business leaders should be thinking about the potential of investing in a new operational model based on higher flexibility and a more agile and remote way of working. Navigating the post Covid-19 world will be one of the biggest business challenges of our time. Making sure you have the right tools to compete and succeed is essential so it’s vital that you’re well equipped now.

Eye on Manufacturing

Brexit Looms…Will Northern Ireland Sink Or Soar? Stephen Kelly, Chief Executive of Manufacturing NI, says that the coming months will decide whether Northern Ireland can reap the benefits of a Brexit deal, or whether we’ll be paying the price for some time to come.

o you miss those much simpler days when all we did was debate Brexit? Well, it hasn’t gone away! As we struggle to protect businesses and jobs whilst doing our bit to protect lives in the middle of this Covid public health emergency, the UK and EU have continued to wrangle over its future relationship. The UK has made it clear, it’s now or never and rejected the chance to extend the time to reach agreement and will instead plough on and fully leave the EU with or without a trade deal on 1 January. The UK has recognised that it will require some time for firms to adjust to new customs and tariff formalities and decided that goods imported via Ports in the English Channel and North Sea will essentially be simply waved through for a period of up to 6 months. This ‘adjustment period’ will allow time to get staff trained

and put new infrastructure in place. They are prioritising flow over tariff and customs forms collection. Some relief you’d think, but as will be familiar to those of us who have spent the last 3 months shopping online this is “*not available in Northern Ireland”! Instead, as the PM agreed the NI Protocol with the EU last Autumn, come 1 January, there will be checks, controls, complexities and costs for our businesses. Business here will be asked to be ready for complications to trade which are yet to be designed, inputting information on to systems yet to be built and find funding for some convoluted tariff recovery mechanism on “at risk goods” which are yet to be defined. The better the relationship, the weaker the potential controls are in the Irish Sea (whether that be vital supply lines in Larne, Belfast, Warrenpoint and often forgotten

but equally critical, in Dublin Port). The mood music from London and Brussels around the prospect of a trade deal before the end of the year isn’t good. However, there are perhaps some reason to be remain optimistic. Firstly, they’re still talking. There hasn’t been a breakdown. Second, the EU are no longer describing Belfast as Calais. There is recognition that there is more distance to travel to make the deal they struck in October stick. Finally, the UK has published its ‘Command Paper’ outlining how it intends to implement the NI Protocol. Over the last couple of years, the NI business community has come together like never before so it is no surprise that we were out of the blocks with a gap analysis of the Command Paper and with a series of ‘asks’ of both the UK and the EU in order to make the Protocol work. Fundamentally, our call for derogation, mitigation, compensation and representation remains valid and we have begun to see some action on these areas. Whilst there is no appetite for wholesale derogation from the EU’s Union Customs Code, there is a growing confidence that there is room for creativity around how elements of it are interpreted. With a generosity of spirit, there is significant scope to simplify customs processes. The UK Government has committed to mitigate complexities including funding training (in GB at least) but also to use the latest technology, risk and compliance techniques and electronic documentation whilst saying that EU export declaratio would not be required, although that has to be negotiated yet with the EU! Importantly, they’ve also

committed to putting this and other actions into law protecting NI’s place in the UK’s internal market. The costs of the Protocol could be significant but in the Command Paper and in evidence to the NI Affairs Committee, there is a commitment to compensate for the costs, however, there remains concern that the costs are fully understood. Finally, after some kicking and screaming, the call for representation is finally heard. After months of cold shouldering, there has been an active engagement with the business community and representative bodies. Engagement at a political level has continued during Covid, but now we’re beginning to see some engagement at a technical level with Treasury, HMRC and others. If this system is to work, it will only benefit from the insight of those who will operate the system. Throughout this Brexit process, there was always an opportunity for our local economy to be uniquely positioned to prosper. Our geography, history and make up of our economy makes us a place apart. Making the Protocol work, ensuring our goods can freely circulate in the UK and the EU, could allow us to recover quicker and stronger from the Covid crisis. The coming months are critical. Will we pick up all the costs of Brexit or we will be one of the most attractive regions in the world in which to invest? What happens in the coming months will see us sink or be allowed to soar!

Eye on Personal Finance ADVERTISING FEATURE

OVER THE THRESHOLD Record Inheritance Tax bills are a reminder of the need for good estate planning. Tanya Martin and Angela Forsythe of Holywood-based IQ & Co take a look at the issues.

here are few more confusing – or unpopular – taxes than Inheritance Tax (IHT). For older generations, the prospect of paying up to 40% tax on what they leave behind is difficult to contemplate. For some children and grandchildren, grappling with IHT is something they are ill-equipped to do. Yet more and more families are having to deal with IHT. The latest figures show that IHT receipts reached £5.4 billion in the 2018/2019 tax year. HMRC’s latest estimates show a year-onyear increase of £164 million.1 The rise reflects the surge in residential property prices, as well as the strong recovery in other asset values, which has dragged more households into the IHT net.

“With careful IHT planning, more wealth could be retained to support future generations.”

that, subject to certain conditions, a married couple and civil partners could have a combined tax-free estate worth £950,000 – a figure that will rise to the millionpound mark by 2020/21.2

“The mitigation of IHT does not require highpowered tax planning; only a willingness to discuss the issue, take action and make use of the many options available.” From April 2019, the residence nil-rate band rose to £150,000, for those who qualify, and it will increase incrementally each year until it is worth £175,000 in 2020. Coupled with the fact that the first £325,000 of an individual’s estate is exempt from IHT, this will mean

Despite this, at the heart of this problem remains the simple fact that IHT could be considered a voluntary tax; the Treasury relies on inertia and people’s reluctance to confront the issue. The boost to the Treasury’s coffers is a reminder of the

damaging effect death duties can have on families’ plans to create and pass on wealth, and also that there are perfectly legitimate ways of mitigating IHT through foresight and careful financial planning. The mitigation of IHT does not require high-powered tax planning; only a willingness to discuss the issue, take action and make use of the many options available, establishing trusts* where appropriate; and making use of annual exemptions such as gifting. If you are uncertain about where you stand regarding IHT and would like to know more about how to prevent much of your money falling into the hands of HMRC, or your local authority through long-term care fees, you should seek advice.

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Eye on Finance

Steps on the Road to Recovery The impact of Covid-19 on the economy has been severe and is likely to be long lasting. Recent data showed that the UK economy shrunk by 25% in the three months to April (with April alone accounting for approximately 20% of the decline).

he NI private sector continues to contract and although the rate of decline appears to be reducing, Northern Ireland reported the fastest rate of decline out of the 12 UK regions in May. The challenge is now for businesses to reassess, reset, reshape and restructure to start the road to recovery. It is often said in business that “cash is king”. This has never been more true. Cash and funding/finance is the cornerstone of business resilience and this will be key in assessing your business’s financial health before restarting and rebuilding your business after the Covid-19 disruption. Preparing cash flow projections will show what financial headroom you have or quantify the funding gap that needs to be addressed while also assisting you in identifying non-essential spend and costs which can be reduced. The government’s financial support measures have been an essential lifeline for many businesses to assist with cash flow to ensure they re-emerge from lockdown with a hope and view for resetting and moving into the future. It is essential that businesses are aware of the support on offer so they can avail of this where appropriate. Many of these remain available to support businesses through their restart and rebuilding phases. While cash availability will be critical for survival in the short-term, a business should also consider their longer-term funding needs. This should involve a review of working capital management and encompass a review of the debt and equity options available – this may involve

discussion with existing lenders and investors but also consideration of new sources of finance or equity. Most businesses have experienced significant disruption as a result of the current pandemic and many are likely to face ongoing challenges in the weeks and months ahead. Finding the “new normal” and re-shaping your business and business strategy accordingly will provide clarity and may help reduce potential risks going forward. This may involve reviewing changes in consumer demand and behavioural impacts, understanding trading restrictions and how these will impact on revenues or considering options in relation to supply chains with a view to minimising potential future disruption. Many businesses will also take this opportunity to prepare business continuity plans and incorporate the lessons learned to build resilience and be better positioned to respond to future crises. Inevitably, the impact from Covid19 may prove terminal for some businesses and owners must be aware of their options and the steps they need to take to rescue the business or to exit without exposing themselves to additional personal liability. The government introduced specific legislation to relieve the burden on businesses and to support recovery via the Corporate Governance and Insolvency Bill. This sets out temporary measures to provide flexibility where businesses are coping with reduced resources and restrictions. The Bill introduces a new moratorium to give companies breathing space from their creditors while they seek rescue, it prohibits termination clauses that engage

on insolvency, preventing suppliers ceasing their supply or asking for payments while a rescue plan is being made and it also temporarily removes the threat of personal liability from wrongful trading where directors try to keep the business afloat during the Covid-19 crisis. There is also a range of other rescue options such as restructuring & refinancing, Company Voluntary Arrangements (“CVA”) or Administration that can be used to the benefit of the business and the creditors. The key is to get professional advice as early as possible, select the most appropriate option and plan for recovery before it’s too late.

Adrian Patton is a Director at ASM Chartered Accountants and is an experienced business advisor. If you require advice on the support available to your business, preparing cash flow projections accessing finance or business planning please do not hesitate to contact Adrian on 02890 249 222 or adrian.patton@ asmbelfast.com. ASM also have a number of licensed insolvency practitioners who will be able to assist you in implementing recovery options leaving you ready and able to deal with the challenges ahead. ASM have offices in Belfast, Dublin, Dundalk, Dungannon, Magherafelt and Newry. ASM’s Covid-19 support hub can be found at www.asmaccountants.com

Eye on News

Moy Park Appoints New Technical Head Leading food company Moy Park has announced the appointment of Loretta O’Rourke as Head of Technical, Fresh Poultry.

s well as providing technical expertise and advice, Loretta will be responsible for ensuring the highest technical standards are met through compliance with company, legal and customer standards. Loretta has over 20 years of experience in the food industry, having held technical roles with Tesco Ireland, and most recently as Technical Director at 2 Sisters Food Group. She holds an Honours degree in Microbiology from the University of London, as well as a postgraduate Diploma in Regulatory Affairs.

Welcoming Loretta to Moy Park, Ursula Lavery, Technical and R&D Director Europe, Moy Park said: “Moy Park is proud to deliver best-in-class, industry leading food safety and quality standards across our sites, and we continue to invest in our operations and processes to ensure we remain at the cutting edge of high-quality food production. Loretta’s combination of experience and broad understanding of the food industry will prove invaluable, and we look forward to having her on the team at Moy Park.” Loretta added: “I am thrilled to take up this position. Moy Park is one of Europe’s leading food companies and as a business, is focused on delivering leading technical standards and high-quality products to customers and consumers. I’m looking forward to getting started and contributing to Moy Park’s ongoing success.”

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Eye on Infrastructure

Funding NI Water Vital to Northern Ireland’s Economic Recovery and Future It’s well recognised all over the world that infrastructure is a driver of economic growth. education, economic production and social activity depend on it. When cities or societies neglect water, they face collapse.”

Seamless transition to new ways of working

Sara Venning, CEO NI Water

he European Investment Bank states, “Well-functioning infrastructure networks are the backbone of prospering economies” and the Institute of Economic Affairs comments, “Very few economists would argue that good infrastructure does not enhance a country’s economic potential”. But what about water infrastructure specifically? Business at OECD raise the importance stakes somewhat, stating, “Water is as essential to human activity as air. Health care,

The COVID 19 pandemic should highlight to everyone the vital role that NI Water’s infrastructure plays when it comes to safeguarding the population’s health; being able to wash hands regularly and thoroughly, staying hydrated to maintain a healthy immune system, keeping hospitals and care homes supplied with the safe, clean water they need, taking wastewater and sewage away, treating it and safely returning it to our local environment. From Day 1 of lockdown NI Water was able to almost seamlessly transition to new ways of working to keep water flowing and sewage and wastewater treated. But it’s not just safeguarding our population’s health and protecting our environment that NI Water is critical to, water and wastewater underpins Northern Ireland’s economy and is an enabler to economic growth. Every home, every business, every hospital, every school… needs a supply of safe, clean water and the safe treatment of its sewage and wastewater.

What if, in future, NI Water’s infrastructure can’t do what it needs to do? Sara Venning, NI Water’s CEO, states, “It’s already starting to happen. Currently there are over 100 areas across Northern Ireland where the sewerage and wastewater infrastructure has no, or only minimal spare capacity left; new connections to the sewer network needed for new housing and new business will likely not be available. These areas include 25 of our cities and main towns that are the main focus for economic growth over the next two decades and by 2027 we expect another 30 towns to be added to this list”. The issue that has caused this situation? Years of inadequate funding. Sara explains, “NI Water is neither

a conventional trading business nor an integrated part of the public sector. It is a Government-owned company (GoCo), required to operate with a commercial ethos but constrained by the complex regulatory Government rules for a GoCo using non-departmental public body (NDPB) accountability. Ultimately this means that the level to which NI Water can invest in its infrastructure is restricted by Government’s affordability and for many years Government has not been able to afford what has been needed. “NI Water will always prioritise its treated water infrastructure to ensure that every household, business, hospital and school has a reliable supply of safe, clean water, so when investment levels are restricted by Government it’s the sewerage and wastewater infrastructure that goes short”. The impact of inadequate funding can be no surprise to Government. In NI Water’s published Business Plan for the period 2015-21 (called PC15), in response to the level of funding being made available, the company stated “NI Water has had to make difficult decisions on the allocation of capital to enhancement projects during the PC15 period. Whilst upgrades to 19 large Wastewater Treatment Works will progress

Castle Archdale Integrated Constructed Wetlands officially opened September 2017

Eye on Infrastructure

Maghaberry Wastewater Treatment Works officially opened March 2020

during the PC15 period, it has been necessary to defer upgrades to 81 large Wastewater Treatment Works. This will increase the number of sewerage systems which will reach their capacity during the PC15 period. As a result NI Water will not be able to permit new connections, which may result in development at locations across N Ireland being constrained”.

The scale of the problem Sara continues, “The scale of the problem requires an inescapable step change in capital investment. Over £2bn is required in our next Business Plan period 2021-27 (called PC21), it will not fix everything but it will make inroads into improving the capacity issues in our wastewater infrastructure and enable much of the new housing and new business

needed for economic recovery and future economic growth. “If the funding made available for our PC21 Business Plan falls short by £100m, we will not be able to carry out planned sewerage and wastewater upgrades in over 35 areas, and if it falls short by £300m this figure increases to over 65 areas. Unless Government starts to invest sufficiently in Northern Ireland’s failing wastewater infrastructure there will be difficult choices about our economy and our natural environment. It is imperative that adequate funding is secured”.

Climate-friendly, green recovery packages deliver greater economic benefits Sara concludes, “Now, as countries across the world start to relax their COVID 19 lockdown arrangements, many Governments

are focusing on strategies and financial stimulus options to recover their economies. Research and analysis from some of the world’s leading economists suggests that climate-friendly, green recovery packages deliver greater economic benefits as well as delivering for the environment. Shaping Northern Ireland’s economic recovery from COVID 19 in a way that also supports the response needed for climate change and environmental threats just makes sense. “NI Water’s infrastructure is a major piece of green infrastructure; it protects our environment, it safeguards our populations’ health and it enables our economy to grow. Investing in it will not only create jobs to help kick start Northern Ireland’s economic recovery, but also lay vital foundations for ongoing

economic growth, enabling new housing and new business, whilst also helping Northern Ireland meet climate and environmental targets. “It’s well documented that NI Water’s sewage and wastewater infrastructure needs significant investment, the issue is called out in the ‘New Decade, New Approach’ agreement for the re-established Northern Ireland Assembly. There is a real opportunity now for our Government to invest in ‘building back better’, to coin a phrase, as it considers strategies and financial stimulus to rebuild a stronger post-COVID economy for Northern Ireland”.

Eye on Cover Story

Barclay Communications... Playing A Central Role In The Crisis

As the COVID-19 crisis quickly engulfed Northern Ireland and its business community Britt Megahey was one of a number of business leaders at the forefront of many firms’ survival plans.

he Founder and Managing Director of Barclay Communications has successfully navigated its customers through a pandemic with the service and technology needed for a new normal. And he’s done this while his own workforce was forced to work remotely. “All types of mobile communication became vital overnight to everyone,” says Britt. “As our clients started to send their staff home it was critical that they had the tools immediately at their disposal.” With a wide-ranging portfolio of products that Barclays Communications uses with its very own teams, the company was perfectly suited to help those businesses bounce back quickly. During the crisis it has noted growth trends in VoIP, with the company’s leading suite of hosted landline, webinar functionality, call recording and statistics as well as Workpal that experienced a 340% increase in the first half of 2020 compared to the same period in 2019. “VoIP stands for voice over internet protocol. As ISDN analogue lines are phased out hosted landline services and faster broadband speeds are on everyone’s wish list” says Britt. Workpal, he says, “is really changing how businesses work for the better, now not only better but faster and safer. It has transformed how businesses

run their field operations, how Britt adds that whilst mobile is the heartbeat of the business and where it really forged as Northern Ireland’s largest and leading Telecoms Company they are very much more than mobile today. Both VoIP and Workpal pay tribute to that. Reflecting on the past few months, he says: “February is when we started to take coronavirus seriously. Whilst it was having a dramatic effect on other areas of the world, I started to ask the team to prepare for the worst. We started our critical planning and got to work quickly” “When I was asking the teams to plan and think all aspects through, I remember thinking to myself this is crazy, never did I expect the pandemic to take such a hold in the way it has! “We monitored the situation closely, everyday, we met as a team regularly with the underpinning ambition to ensure that no matter what we would put the continuity of our customers at the forefront of everything.” With a strong business strategy that is reviewed annually, the team was prepared for a crisis, says Britt who has been playing an important role in helping many essential workers continue their everyday business. That includes major public bodies to charities, frontline organisations and more. “Every single one of them needed us in some capacity and we had to ensure

â&#x20AC;&#x153;As the roads get busier it gives me hope that more businesses have been able to cope and start to return than first feared. Technology has most certainly played a leading role in that.â&#x20AC;?

Britt Megahey, Barclay Communications

Eye on Cover Story

they received impeccable but immediate service.” He adds: “We are fortunate to have such an experienced team. Helping to ensure our customers’ needs were met, the team acted diligently, worked tireless hours and still do, to ensure our customers’ every need are met. We are also blessed with the perfect suite of products to handle what has happened but more importantly to allow businesses to prepare for any eventuality and also bounce back in a faster,

more agile and safe manner.” While many firms may have experienced a downturn as a side effect of the lockdown, Britt and the team at Barclay Communications were kept on their toes. Britt goes on to say: “Customers have needed us more than ever as they want to monitor work, record calls, change auto attendant messages or services and in general keep in contact with their employees and customers.” “As a business owner I understand this importance and as a team we have been able to utilise the tools we have in every department instead of just a few. Things like webinars, video calls, call recording software, call stats, missed call notifications, screen sharing along with job management to name a few.” “As VoIP and Workpal has grown we now proudly service over 100,000 customers across

Mobile, landline, Job management software and IT. With new speeds, new needs and continued new technology advances we expect a continued rise in demand.” “Our goal is to support customers with a seamless, fully managed and trained process. We educate customers on how to use our systems and technology to its fullest capability via training either onsite or remotely and then support them throughout the term.” He anticipates that a new normal will revolutionise how we work. “It’s clear that most businesses will change how they work. A lot have really embraced technology as they have been forced to and it’s been fascinating but also extremely satisfying to hear so many positive outcomes. “As the roads get busier it gives me hope that more businesses have been able to cope and start to return than first feared.

Technology has most certainly played a leading role in that.” Steering the business for nearly 25 years Britt hopes to see his customers fully operational very soon but also adds the importance of choosing the right supplier. “We very much want to see everyone come back from this stronger, help them build their resilience and infrastructure to be even more successful in the future. The communications industry can be a complex and confusing one to navigate. “ I’m proud to partner with leading suppliers such as o2, Gamma, IBM, Microsoft, Apple, Samsung to name a few. Add to that an immensely passionate and experienced team it helps ensure our ambition to supply our customers with the strongest service and industry leading technology is achieved.”

POWERING YOUR BUSINESS

If you are thinking about starting or growing your business you may need a new or increased electricity supply. With offices and experts throughout Northern Ireland you can be sure we will provide the best possible solution to meet your needs.

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Eye on Hospitality

Hotels – The Transition from Crisis to Recovery By Ciaran O’Neill, Managing Director, Bishop’s Gate Hotel

Covid-19 has and will continue to have a seismic impact on the hotel industry. From a business perspective, the impacts of the crisis have reached every industry in the world, with travel and tourism taking a massive hit.

n the future when we reflect on the pandemic, we will be doing so with the benefit of hindsight and our interpretation of events may be very different to what it currently is. Personally, at the start of March, if someone had told me that the country would be shut down by the end of the month, I wouldn’t have believed them. The pace of announcements and developments is hard to fathom. Government leaders and officials had to make quick-time decisions. When I met with my team at the hotel on the Thursday morning to tell them that we would be closing the following day and I didn’t know when

or if we would reopen, I will never forget the anxiety and shock on their faces. At that point our priority was to protect life, to keep our employees, customers and community safe. On the Monday morning as I stood in the foyer of an empty hotel, on my own, the reality of the situation started to hit home. Despite having over thirty years’ experience of managing and running businesses, I wasn’t prepared for this scenario. In contingency planning you’ll often consider how different issues could impact your business, but given there hasn’t been a pandemic of this scale in the last number of decades, it wasn’t something that we had a plan for.

I consulted a trusted advisor and decided that the best option was to put the business into an induced coma in order to survive. In terms of revenue forecasting, we plan nine to 18 months ahead, so I knew that as a business we were in a strong trading position. We were able to freeze what needed to be frozen and pay all suppliers who needed to be paid. This was important to me as we use a lot of small local businesses. Government support and information was unclear. The job retention scheme was a blessing for our 91 staff and gave them security but with the exception of rates relief, we were unable to avail of any other funding. We needed to be creative and flexible in our thinking and focus on the opportunities for the future. To do this successfully we reached out to others and formed alliances to ensure government was aware of the challenges facing the hotel sector. The goal was to ensure that our position was reflected in the policy decisions. Now we can see the light at the end of the tunnel, with a date for reopening, and the subsequent recovery of our industry. Undoubtedly, it will be slow and in order to comply with restrictions, we will not be able to pick up where we left off at the beginning of March. We started from scratch four years ago and I am confident in the skills and talents of my team. I believe we

can replicate the process and build a successful business all over again. It really is like trading in a new world. We have embraced the challenges and we have worked to ensure that we have a safe environment for our employees and guests, while still maintaining the Bishop’s Gate magic that we are renowned for. The legacy of this pandemic will be difficult for all businesses and for Tourism based enterprises in particular. The hospitality industry will have to learn to function in a way not seen before. As the relationship between each brand and consumer starts by building trust, regaining customer confidence will be the first step in overcoming the crisis. It is likely that many businesses will be forced to increase bank debt and spend a number of years working to return to a stable financial footing. Life will return to normal. Our industry will bounce back and I can’t wait to get started!

Information Bishop’s Gate Hotel 24 Bishop Street, DerryLondonderry, BT486PP www.bishopsgatehotelderry.com +44 (0) 2871 140300

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How Technology Can Drive Business In A Time Of Crisis

ince the pandemic began, it’s become apparent that the UK economy’s resilience hinges on our ability to continue delivering essential products and services during a time of crisis. None of this could have been achieved without technology, which has been the key enabler of commerce, health, entertainment, and perhaps above all, remote working. With the range and capabilities of cloud platforms remote working has been the backbone of our collective resilience, and it’s harrowing to imagine where our economy could have been without it. Look no further than revenues and earnings reports across the sector. Video conferencing platform Zoom recently announced it had made $27m in the first quarter (and expects sales to double, despite lingering security and privacy fears). Amazon has also performed exceptionally well, not only by rapidly kitting out home offices, but keeping those reliant on its cloud computing services (AWS) connected as they work remotely.

It’s not just revenues though; investors across the UK are continuing to plough money into the tech sector, despite a major recession looming. According to Tech Nation, technology companies based in London alone have raised an astonishing £3.2 billion since the start of January. Technology has not only mitigated the worst of the economic disruption, but it will play an even greater role in how it recovers. Already the public sector is implementing solutions at a previously unseen speed, with local councils using sophisticated multi-language two way messaging platforms to communicate with residents, while telehealth will continue to alleviate strains on GPs. The private sector is also innovating, and those who returned to brick and mortar shops this month may have been met with technological solutions such as virtual queuing systems and heat detection cameras. There is still a long way to go in terms of business preparedness, however. At the start of the

pandemic, only two-thirds of organisations had implemented a work-from-home policy for some employees, according to the Business Continuity Institute. The report also found that organisations struggled to get laptops out to staff in time to adhere to government guidelines advising all non-essential workers to work remotely, with the call centre industry particularly struggling. Simply put, preparedness is shockingly low, and with a second wave of COVID-19 deemed likely by experts, businesses are going to need to build technological resilience as a first line of defence. How can companies use technology to strengthen continuity plans? Firstly, a thorough assessment of business processes and the most vulnerable areas is required to calculate potential financial losses in the event of a crisis? Given technology has the potential to avert losses in every area of the business, from sales to HR, all business functions should participate. In my role as the CEO of a crisis communications

platform, I hear first-hand the relative stability provided by platforms enabling open lines of communication with employees, suppliers and stakeholders. More complex technological transformations, such as the automation of particular roles, are also proving to be beneficial in the face of staff shortages. Secondly, test your business continuity plan two to four times a year. This will likely throw up any pitfalls in existing technology and plans that were not identified in the initial assessment. If and when offices return, it’s worth simulating days in which the entire business must work from home to ensure continuity plans are workable and efficient. It’s also critical to remember that technology is continually evolving – resilience will be heightened by reviewing and refreshing the plan every 3 to 6 months and ensuring that it’s fit for purpose. In addition, having a plan locked in a safe or otherwise inaccessible place when a crisis hits is akin to having no plan at all. Technology itself can ensure continuity plans are immediately available on mobiles without being reliant on connecting to the cloud; just another example of the extra resilience technology can deliver. Finally, never implement technology for technology’s sake. Ensure that your business plan only relies on technology that will have a demonstrable impact on your resilience in a crisis, rather than being a confusing distraction. Offering a myriad of different internal messaging platforms, for instance, will only result in critical information becoming lost and rendered obsolete. COVID-19 has truly been a catalyst for long-needed technology overhauls. Those organisations which put technology at the centre of any business continuity plan will be those which survive and even thrive during the next phase of the crisis – whatever shape it may take.

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Don’t Talk To Me About Tech... Parents find talking to their children about sex less awkward than discussing technology because of their lack of knowledge when it comes to computers, apps and memes, research suggests.

study revealed 56 per cent of mothers and fathers found it easier to talk about sex and puberty with their children than the latest online trends. Almost six in 10 parents even said they turned to their children for help with tech and gadgets, rather than it being the other way around. The survey of 1,000 parents, commissioned by BT Skills for Tomorrow, also found that while many are familiar with classic acronyms like LOL, BTW and ATM, only seven per cent were aware that PAW means “parents are watching”. And 10 per cent did not understand any online vernacular at all.

More than one-quarter have no idea what Tik Tok is, with another 48 per cent aware of it, but admitting they have no idea how to use it. Professor Kerensa Jennings, digital impact director at BT, said: “Children are extremely bright and are often ahead of the game when it comes to understanding the capabilities of the internet - safety is paramount and it’s vital parents have these important conversations with their kids at an early age. “New technology is constantly changing family life, so we want to help parents feel more confident about helping their children to navigate the online world.” The survey, which also polled 1,000 children aged six

to 14, revealed that when it comes to advice, one in five youngsters wouldn’t ask parents a tech question because they “rarely know the answer”. And 35 per cent say their mums and dads aren’t familiar with the websites or apps they use. As a result, four in 10 kids firmly believe they’re more educated on technology than their parents. It also emerged that as children get older, they also become less likely to go to their parents for tech advice and look to their friends. Almost a quarter of children aged six to eight will go to their pals for help with their gadgets compared to 53 per cent of 13- and 14-year-olds.

And a quarter will turn to YouTube for advice, according to the OnePoll survey. Despite this, nine in 10 parents understand the importance of being clued up when it comes to educating children on the internet.. To do this, parents will search online, speak to friends or look to take an online training course to further educate themselves when it comes to online and tech. Almost six in 10 children also claim they would be more likely to go to their parents if they bettered their online knowledge.

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Say That Again... Sound Quality Is A Major Problem

Did you know that office workers lose 29 minutes of productivity every week because of poor sound quality?

hat figure adds up – it’s almost two hours a month. That’s a huge amount of time – which means reduced output and lowered employee satisfaction. It’s a large amount of money, too: that 29 minutes of lost productivity means £389.48 of wasted expenditure annually per employee. If you’ve got ten members of staff, that’s nearly £4,000 lost per year – and it’s nearly £40,000 if your company has 100 staff. It’s a sum that can further spiral as more people spend increasing amounts of time on video and conference calls. These startling findings emerged from a survey commissioned by global market research firm IPSOS and high-end audio brand EPOS. When it comes to bad audio causing workplace disruption, it’s just the start. The survey found that 87 per cent of

respondents had experienced issues due to poor sound, with background noise, repetition and interference all being cited as big irritations – and that 69 per cent had spent more time on tasks due to audio problems. This has big ramifications. Dissatisfied clients were mentioned by 23 per cent of responders, and 18 per cent of people lost a key piece of work or a business deal – which means lost revenue. Astoundingly, 95 per cent of workers admitted that their concentration and efficiency has suffered due to persistent audio problems, with noisy offices and loud colleagues the biggest issues. It’s undeniable: stressed, annoyed and embarrassed workers won’t be at their best. Those interruptions, irritations and disruptions all mean that an exasperated “what?” is the most expensive word in business – and one of the most familiar. Such statistics are worrying, but not surprising. Most of us have had frustrating audio experiences while working: think about how many times you’ve asked people to repeat themselves because of a poor connection? Or the number of times that background noise

has disrupted an important conversation? The situation is only going to become more acute. Workers have more meetings than ever – executives spend an average of 23 hours a week in meetings, which is up from below 10 hours in the 1960s – and, on average, organisations devote 15 per cent of their time to meetings. These figures will continue to rise as audio and video calls become more popular – especially now more people are working from home. The number of home-workers has increased by 140 per cent since 2005, and the Covid19 epidemic has already prompted millions more to make the switch. Many of those will likely remain working from home after life has returned to normal, too – because home-working can deliver significant improvements to employee productivity and mental health. Working from home started as a trend, and now it’s a necessity. And, whether you’re in your home office or the company HQ, meetings and collaboration remain vital – which means audio has never been so important. There is good news here: the survey found that 79 per cent of business decision-makers believe that good-quality

audio equipment can solve the issues caused by poor sound – which means improved productivity, better relationships and fewer misunderstandings. The statistics support increased flexible and remote working: 37 per cent of decision makers say that boosting levels of freedom is an important reason for switching to video meetings and conference calls, and more than 40 per cent said that these options save time and money. Whether you’re working more from home or more on the road, you’re going to need good audio – having an effective way to quickly call colleagues will make your working life easier and more productive. But don’t discount having great-quality audio if you’re staying in the office, either: the increase in flexible working means that you’re probably going to be making more calls to others, even if you’re staying close to your desk. Remote and office workers alike can benefit from good-quality audio. When it comes to great audio, no company knows more than EPOS. The Copenhagenbased company was founded in 2020, and emerged from a previous joint venture, Sennheiser Communications. That knowledge and experience has helped to create the ADAPT 660 – a headset designed for focus and productivity. It’s powered by EPOS AI, which means machine-learned algorithms enhance speech and eliminate background noise – whether it’s office chatter or wind noise when you’re outside. It’s got Bluetooth, Alexa integration and personalised audio profiles for top-notch sound. After all, companies that are forward-thinking when it comes to solving problems, are the ones that succeed in their chosen fields. The survey found that 93 per cent of decision-makers are planning to purchase new audio equipment in the next year. It’s no wonder: better audio equipment removes distractions, improves performance and increases opportunity – no matter the work environment. There’s no doubt about it: bad audio is bad business – but good audio is great business.

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SUPERCOMPUTER PLAYS ITS PART IN PANDEMIC FIGHT The newly crowned world’s fastest supercomputer is being deployed in the fight against the coronavirus.

apan’s Fugaku supercomputer claimed the top spot on Monday, carrying out 2.8 times more calculations per second than an IBM machine in the US. The US machine, called Summit, came top of the bi-annual Top500 list the previous four times. Fugaku’s victory broke a long run of US-China dominance, returning Japan to the top for the first time in 11 years. Top500 ranks the world’s most powerful non-distributed computer systems. Fugaku has already been put to work on fighting the coronavirus, simulating how droplets would spread in office spaces with partitions installed or in packed trains with the windows open. When it is fully operational next year, experts are hoping the machine will also be able to help narrow down the search for effective treatments for the virus. The room-sized machine lives in the city of Kobe and was developed over six years by Japanese technology firm Fujitsu and the government-backed Riken Institute. Its name is another way of saying Mount Fuji. Its performance was measured at 415.53 petaflops, 2.8 times faster than second-place Summit’s

148.6 petaflops. The US machine is housed at the Oak Ridge National Laboratory in Tennessee. A supercomputer is classified by being more than 1,000 times faster than a regular computer. “I hope that the leading-edge IT developed for it will contribute to major advances on difficult social challenges such as Covid-19,” said Satoshi Matsuoka, the head of Riken’s Center for Computational Science.

Third place in the list went to another IBM system, at Lawrence Livermore National Laboratory in California, while the fourth and fifth places were taken by computers in China. Fugaku also topped other supercomputer performance rankings, becoming the first to simultaneously sit atop the Graph500, HPCG, and HPL-AI lists.

Alexa Goes On The Road The first Amazon Echo device designed for use in a car has been launched in the UK and Ireland.

cho Auto plugs into a car’s 12V power outlet or built-in USB port and connects to the in-car stereo via either audio jack cable or Bluetooth to enable the use of Alexa inside the vehicle. Users are then able to use Alexa voice commands to control music, check the news, make phone calls or check their schedule without taking hands off the wheel or eyes off the road. The device gets internet connectivity by connecting to a phone and the Alexa app and using its existing data plan. It is Amazon’s latest attempt to bring access to its virtual assistant to a wider space, having already created an established line of smart home hubs and speakers and signed up a number of third party appliances to support the voice assistant inside the home.

According to the technology giant, the device has an eight-microphone set-up designed to enable it to pick up voice commands, despite what it calls challenging in-car acoustics, and will be able to hear commands over music, air conditioning and ambient road noise. Amazon confirmed Echo Auto will cost £49.99. ‘ Customers tell us they want to take Alexa with them everywhere they go. We’re delighted to offer them an easy way to add Alexa to the car they already own,’ Amazon devices EU vice president, Eric Saarnio said. ‘With Echo Auto, customers can now enjoy the convenience of Alexa on the road, giving them the ability to play music, make calls, continue their audiobook, play games, manage their reminders and more-all just by using their voice.’

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Eye on Tourism

Top Hotelier Takes An Optimistic View Of Recovery Prospects Leading local hotelier Rajesh Rana takes an entrepreneur’s view of the prospect for recovery post-Covid 19. He reckons that recovery might be faster than some are predicting.

ut he sounds a note of caution for Northern Ireland as a region, turning to the world of Formula One for an analogy. “The safety car has been out for quite a while but once it pulls off the track we’ve got to have our right foot on the pedal, ready to go, or others will be past us before we have time to react.” His company, Andras House, is opening its six hotels and its serviced apartments on 3rd July in line with NI Executive guidance. Teams at the group’s headquarters and in the hotels have spent the past number of weeks making the necessary preparations. It’s the other side of the coin from what happened three months ago back in mid-March. Like every business leader, Rana remembers it well. “Back in February, we all thought that coronavirus was a Chinese problem and we thought that the cancellation of Chinese tour groups was a real blow,” he says. “Even when the virus hit Italy we didn’t really believe that it was a threat to us. “It was only when Temple Bar in Dublin was closed down that it hit home. Then we had that terrible week the UK government advised people not to go out to bars and restaurants but didn’t order us to close.” When the order to close came, Rajesh Rana describes it as being akin to putting the entire group into a ‘deep freeze’. But not quite. Two of the group’s properties, the Holiday Inn in the centre of Belfast and the Cordia Serviced Apartments on the Lisburn Road remained open to cater for NHS staff and other key workers during the crisis. In fact, the company provided its apartments free of charge to NHS staff and charged only a nominal rate for rooms at the Holiday Inn. “Effectively, we’ve had to start building up from zero. Bookings have

been coming through steadily for our hotels but we accept the fact that summer will be slow. We’re seeing some staycation bookings from customers who want to come to Belfast once the bars, restaurants and visitor attractions have opened up again. “But we’re confident that from the autumn months onward, things will be a bit more rapid, even though it will take time for business travel to ramp up again.” Andras House owns the Holiday Inn and nearby Hampton By Hilton in the city centre, the Crowne Plaza at Shaw’s Bridge, the Holiday Inn Express in University Street and two Ibis properties in the city centre and close to Queen’s University. Guests will see changes. Rooms have to be sanitised and sealed between guests with housekeeping staff following a set of stringent cleaning procedures, the current social distancing rules have to be adhered to in public areas, and buffet breakfasts – for now – are a thing of the past. “But apart from procedures around the safety of our guests, the hotel experience will stay the same and there’s no doubt that lots of people are really looking forward to being able to get away for the first time in quite a few months.” It has all required significant investment and a lot of planning for the team at Andras House, but Rajesh Rana is quick to welcome the fact that the early July opening date has been announced, even though the decision to shift the date forward cost the group some bookings. “We had some booking for the early July period but when 20th July was initially announced as the opening date, we cancelled those, only to hear that the date had been brought forward. But we’re not complaining.” It will take longer to get business

meetings, conferences and other major events back to local hotels, and that’s more relevant to Rajesh Rana than some other hoteliers. The Crowne Plaza Belfast is one of the leading local venues for large-scale events. “We have a dedicated team at the hotel able to advice our customers on how small business events and meetings can be held with twometre social distancing in place, and in time with one-metre distancing, although we realise that the big events probably won’t be back on the schedule until social distancing is removed altogether,” he says. The Crowne Plaza will be shifting its emphasis, making full use of the fact that it’s situated in the heart of the Lagan Valley Regional Park, the only one of its kind in Northern Ireland and linking the Lagan towpath with Barnett’s Demesne, the Giant’s Ring and Belvoir Forest. The hotel is introducing cycle hire and park maps for its guests over the summer and autumn.

The Andras House Group also has its eye on the future and has shown once again that it’s not scared to invest. Once planning issues are sorted out, work will continue later this year on the two buildings the group is developing in the centre of Portrush – the old Londonderry Arms Hotel and the former Northern Bank premises facing it. Back in Belfast, Andras has plans to develop an aparthotel and offices at Bedford Street, facing its junction with Ormeau Avenue. And in the midst of the Covid-19 crisis, it purchased Dorchester House, a ten-storey office building in Great Victoria Street. “My father (Lord Diljit Rana) built Dorchester House for the Inland Revenue and it’s great to be able to buy it back again,” adds Rajesh Rana. “We’re convinced that Great Victoria Street has a bright future as a growth area in the centre of the city. The development of the new transport hub is a real game changer and I think we’ll see a lot of interest in the area.”

Eye on Energy

Electrification Remains at the Centre of Efforts to Meet Zero Carbon Ambition and Restore the Economy Paul Stapleton, Managing Director of NIE Networks, discusses how Northern Ireland can meet its net zero carbon ambitions and stimulate its economy with the help of a renewed sustainability zeal.

Eye on Energy

he coronavirus pandemic has rocked the business world, throwing well laid plans into disarray and forcing leaders to reimagine the future. That future looks different for every company, with some intensifying their focus on core products, others pivoting into new markets and some forced to tighten their belts to get through the current period of disruption. Unfortunately, many are fighting for survival. Given this scenario, it wouldn’t be surprising if the subject of sustainability got left at the wayside as company owners battened down the hatches and focused on protecting their business. However, evidence pointing to a broad spectrum of opinion suggests that isn’t the case and instead the pandemic and subsequent lockdown has given us a unique chance to envisage our world in a more sustainable fashion. That has been triggered by the huge benefits which the global lockdown has already had on the planet, with the near cessation of local and international travel behind a sharp drop in carbon dioxide emissions and a bloom in biodiversity in normally busy towns and cities. Such shifts, which have occurred in a remarkably short space of time, offer an insight into how a shift in human behaviour can have a significant impact on the planet. Confirmation that a zeal to make a difference is real has emerged from a recent survey of UK businesses which found that three quarters believe plans to reach net zero carbon should be supported following the coronavirus pandemic. Carried out by Energy Live, it found that 73% of companies are not paring their ambitions as an organisation to reach net zero following the pandemic despite what are expected to be tougher economic conditions. In fact, 78% believe now is the time to capitalise on net zero plans. This is a viewpoint we at NIE Networks wholly support and one which sits well with our own work to help meet a net zero carbon future by 2050.

“We are now, in 2020, producing more than 40% of our electricity from renewable sources and are on target to be over 45% by the end of the year. That phenomenal achievement has been reached by a collective change within the industry, with the electricity network playing a key enabling role.”

Huge strides have been made over the last 15 years to meet the key target set out in the Strategic Energy Framework, a 2010 policy which set a target for Northern Ireland to generate 40% of total electricity usage from renewable sources by 2020. Back then such a bold aspiration was considered outlandish, primarily because only a few years earlier Northern Ireland’s renewable energy generation was much less than 1%. We are now, in 2020, producing more than 40% of our electricity from renewable sources and are on target to be over 45% by the end of the year. That phenomenal achievement has been reached by a collective change within the industry, with the electricity network playing a key enabling role. During that time, we have

facilitated the connection of what were alternative, but which are now increasingly mainstream energy sources such as wind turbines, anaerobic digesters and even hydro generation sources. There is now an opportunity to take that further and aim to have over 70% renewable electricity by the end of this decade. Progressing that investment in additional clean energy can make a big contribution to economic recovery also. It is encouraging to see the Northern Ireland Executive identifying clean energy infrastructure as a priority area in the plans to restore the economy, as part of a “Green Recovery”. NIE Networks very much support that and will do our part to help make it happen. The progress in renewable electricity creates the opportunity to address the

further challenge of taking fossil fuels out of heat and transport, something which will also need considerable investment in infrastructure and bring associated economic stimulus. Investment in energy efficiency retrofit in existing homes and buildings can have very positive economic benefits as well reducing our carbon footprint. There is also a need to review building standards so that we future proof new developments. Heat pumps can play a major role replacing fossil fuels in heat. They have had a stuttering start in Northern Ireland in recent years. However, greater understanding of the technology, more willingness to adopt it by local construction companies and upskilling of local installers, has made its adoption more viable. You only have to look to Denmark, where heats pumps are the norm for domestic homes and where temperatures are well below Northern Ireland’s, to realise that this is a sensible solution. Meanwhile, the process of decarbonizing transport is a more obvious solution, the electrification of vehicles. For that to be a viable solution there needs to be considerable investment in infrastructure – charging points etc. to make it work, along with the wellpublicised modernisation of the technology by car manufacturers to allow more miles per charge. Electrification is not the only answer, and by working in partnership with others we can meet the 2050 net zero target, but having the right policy framework is critical to make progress. As the Energy Live survey shows, the impetus to design that framework and to get behind it’s aims is clearly apparent as we emerge into a new world, a world changed by the coronavirus pandemic. With the help of a targeted framework we can all – businesses, network operators, government and others - work together to expedite the move towards net zero carbon while also giving some much needed stimulus to the economy as we look to recover from the pandemic.

Eye on Recovery

BUILDING BELFAST BACK... BETTER

By Belfast Chamber President Michael Stewart

It is hard to conceive of a more challenging time to assume the Presidency of Belfast Chamber. Hardly any aspect of life has escaped the effects of COVID-19. Public health and the health of our economy have borne the brunt. 32

hilst we are, at long last, starting to see businesses open their doors again after being closed for almost 3 months, tough times lie ahead. Jobs will be under threat and some businesses may not survive. But as bleak as things have been, Belfast Chamber still believes that Belfast can and will rise again. Business in the city has endured much down through the years and always exhibited a tremendous resilience and ability to bounce back. We have all the assets we need to succeed â&#x20AC;&#x201C; the talent; the great companies; the entrepreneurial spirt; the world leading sectors

Eye on Recovery and universities; the retail, hospitality, leisure and cultural offering. The ingredients for not just recovery but long term success are there but after such a sharp decline in our economy, we all need to work together to nurture our city’s economy through these tough times and put in place the foundations for a far better future. It would be easy to look at the grim situation we face, with the UK economy shrinking by 20.4% in just one month and be pessimistic. But Belfast Chamber believes in our city, its people and the businesses we represent. In mapping out a route to recovery, Belfast Chamber encourages our decision makers at Westminster, at Stormont and in City Hall to be bold and seize this opportunity. That’s why we have published our vision, entitled Building Belfast Back Better, in which Belfast Chamber sets out 15 proposals – separated into short and long term steps – which our public and private sectors can deliver together to help our city to rebound from the effects of the pandemic and be stronger and better placed for the future. Rebuilding our city’s economy is likely to be a task that won’t be concluded in a few months or even a few years. Undoing the damage of COVID-19 will be a huge task and take years of effort. But there are undoubtedly steps that can be taken now and in the immediate period ahead which will have a beneficial impact on Belfast’s economy in the short term and prepare and position our city for longer term recovery. We can learn lessons from cities across the world who have already reopened and have utilised innovative ideas to boost business and seek to replicate them in Belfast. We can also push forward with plans to transform our economy and make it fit for the challenges that will lie ahead.

Our ideas for Building Belfast Back Better include: t .BJOUBJOJOH B TBGF BOE DMFBO DJUZ UP instil confidence in those visiting and working in Belfast t $SFBUJOH UIF TQBDF UP EP CVTJOFTT CZ GPS example, allowing hospitality businesses to use parking bays to extend their premises and establishing ‘hospitality zones’ t .BLJOH #FMGBTU B $ISJTUNBT DBQJUBM XJUI improved lighting and feature pieces and an expanded Christmas market using other locations around the city centre t &YUFOEJOH 4VOEBZ PQFOJOH IPVST UP help retailers and hospitality businesses during this difficult recovery period and to better manage the safety of people coming into Belfast t 4VQQPSUJOH CVTJOFTTFT UISPVHI UIF recovery by keeping the rates holiday under review, a promotional and marketing campaign for Belfast and a major ‘Marshall’ style investment plan to boost our tourism industry t .BLJOH #FMGBTU NPWF CFUUFS XJUI IBOE sanitising facilities on all buses and trains, and a requirement to wear facemasks to enable the maximum number of people to use public transport, ensuring that public transport can continue to permeate the city centre’s main thoroughfares and the development of real cycle lanes and expanded footways t 3FWJUBMJTJOH PVS DJUZ DFOUSF XJUI UIF creation of a NI version of the Future High Streets Fund to improve the public realm t 4UJNVMBUJOH DJUZ MJWJOH UP IFMQ TVTUBJOBCMZ achieve the Belfast Agenda target of 66,000 more people living in Belfast by 2035 and provide a long-term boost for the city’s retail and hospitality sectors t *OWFTU JO TLJMMT BOE JOGSBTUSVDUVSF QSPKFDUT MJLF Streets Ahead, the York Street Interchange, the Transport Hub and the city’s water and sewage system as the two enablers of growth t "DDFMFSBUJOH UIF #FMGBTU 3FHJPO $JUZ %FBM TP that the city’s economy can benefit from its £1 billion worth of infrastructure, innovation and tourism projects as soon as possible t *NQSPWJOH PVS DPOOFDUJWJUZ UP UIF XJEFS XPSME with an aviation strategy for Northern Ireland that ensures long term connectivity to Great Britain and a feasibility study into a highspeed rail link between Belfast and Dublin

t %FWFMPQJOH BO JOOPWBUJPO BOE SFHFOFSBUJPO led ‘Freeport’ bid for Belfast and seize the change to truly transform the city and the wider region’s economy t &NQPXFSJOH #FMGBTU BT B DJUZ XJUI BEEJUJPOBM powers over regeneration, housing, transport and local roads so that it can better compete with other cities and enhance the response to other crises like climate change t %JHJUBMJTJOH HPWFSONFOU TFSWJDFT UP enable greater business continuity and ease of access for businesses t *ODSFBTJOH DIJMEDBSF QSPWJTJPO BT B DFOUSBM element of a proper functioning economy

Belfast Chamber does not underestimate the scale of the challenge that lies ahead in rebuilding our city’s economy. Belfast has faced innumerable challenges in the past – the Troubles, the financial crash and, in more recent times, the Bank Buildings fire. Our city will need every ounce of the resilience exhibited on each of those occasions to overcome the impact of COVID-19. It will also require our city’s business community across every sector of our economy to work hand in hand with every arm of government to develop and deliver a recovery plan. We will also need to work together as a business community like never before. Belfast Chamber prides itself on being the voice of business in the city. Over the last few difficult months, we have learnt that collectively we are much stronger and can achieve more working together. We have also witnessed the symbiotic relationship that exists between all sectors of our city’s economy. It might be hard to conceive of two more different business models than the bar in the Cathedral Quarter and the tech firm developing code for a New York based bank. But both rely on each other. The bar needs the tech sector worker to come in for a pint with colleagues after work on a Friday, whilst it is the buzz and atmosphere and lifestyle generated by our retail, hospitality, leisure and tourism sectors that help attract the talent the tech businesses needs to succeed. As we enter into one of the most uncertain periods any of us have ever faced, understanding that interwoven nature of our city’s economy and working together for our common good will be key to Belfast’s bouncing back. But be in no doubt, whatever the time ahead holds, Belfast’s business community are up for the challenge and Belfast Chamber will play its part in building Belfast back better. Belfast Chamber’s Building Belfast Back Better policy paper can be accessed at https://belfastchamber.com/policy/ ?download=file&file=4222

Eye on Tourism

Tourism Sector Back In Action… But Long Road Ahead What a difference a month makes! Tourism is now starting to welcome visitors for the first time in over three months, thanks to the Minister for the Economy, who has been a champion for the industry. By Dr. Joanne Stuart, Chief Executive, Northern Ireland Tourism Alliance

he relief from tourism businesses is palpable and they have been busy in preparing to ensure that their premises are safe for staff and visitors alike. We know from consumer sentiment research, carried out by Failte Ireland and Tourism NI, that reassurance on safety through visible actions as well as underpinning policies are critical - clear, visible implementation of hygiene measures and social distancing enforcement are the key actions that would make NI consumers feel most comfortable. To support businesses, ccomprehensive guidance has been provided and the introduction of an Industry Standard ‘We’re Good to Go’ across all regions of the UK means that visitors can have confidence that they will have a safe and enjoyable experience. The last piece of the jigsaw in reopening was the reduction of social distancing from 2 meters to 1 meter. This has been welcomed by the industry and gives businesses more of a chance to be financially viable. The support from the Department of Communities and Councils on use of the public realm have provided an opportunity for businesses to utilise outdoor space and both measures will

enable businesses to provide a safe and quality service to more visitors. Research carried out by Tourism NI found that not having anything to do outside of accommodation was a concern to consumers. This has been removed by the approach of the NI Executive to open up the majority of the tourism industry together ensuring that visitors have more to do and more reasons to stay overnight. It is critical to the survival of businesses over the winter period that the industry is able to maximise the rest of the 2020 season and this requires exciting marketing campaigns that reassure and encourage our local visitors to support the local tourism industry by booking holidays at home and attract visitors from the RoI and GB to holiday in Northern Ireland. Tourism NI are due to launch their ‘A Small Step to A Giant Adventure’ campaign across the Island and Tourism Ireland are launching a NI specific campaign into GB from early July. But it is not all positive and there are still challenges to overcome. We recently carried out a survey of our members, and almost 50% believe it will take 2-3 years for their businesses to recover back to pre-

Covid19 levels. There is a swathe of businesses that have been unable to access any financial support especially small accommodation and experience providers who are an important part of the tourism mix. Outside of Belfast, B&Bs and selfcatering are critical to providing a range of accommodation options for visitors and already we are hearing of businesses that have had to close. Business models for a lot of tourism businesses don’t stack up with the loss of visitors from European and International destinations and with the continued 14 Day Quarantine in place in both UK and RoI, difficult decisions have had to be taken regarding staffing levels. The industry still needs to get a reopening date for business tourism such as conferencing and exhibitions. This has been a growth area for the tourism industry, providing room nights and hospitality spend. We have seen the likes of ICC Belfast introduce innovative hybrid options which are a great way of attracting clients and then retaining for future conferences in Belfast. Conferences, events and banqueting are just as important

for Hotels and attractions who are reliant on the income this side of the business generates. From our survey, over 80% responded that the development of a plan to rebuild Tourism was critical. The work and need for support continues and an important outcome from the Tourism Recovery Steering Group, established by the Minister, which NITA are part of, will be the development of a plan with the resources to implement. However, as our tourism businesses throw open their doors, it’s more important than ever that we must get out and support our local businesses by holidaying at home this year. Not only will you have an amazing experience and discover our local gems on your doorstep, but you will be helping local businesses and protecting jobs across Northern Ireland. Tourism will come back stronger in 2021 and will continue to be a key economic driver for Northern Ireland.

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Eye on Management

Partnering to Recalibrate Organisations and Create Momentum UrCare is a proposition to assist businesses and organisations create a platform for stability and what they refer to ‘recalibration’ over the next year. Roger Alexander, CEO of UrCare Group, reflected that ‘organisations now require to plan a response to operations and activities in a sustainable and informed manner.

ore to this, is a focus on employees, customers, clients and other stakeholders as a priority. This means adapting existing organisational strategies, analysing the different options to secure their future, planning different scenarios and managing risks. By anticipating the future business and operational impact, the organisation can properly plan its recovery steps, future strategy and implement necessary action.’ The UrCare team have worked successfully with both government and private sector organisations in the past and will bring this extensive experience to assist with strategic planning & restructuring, whilst also implementing key interventions to protect their clients portfolio of assets and investment strategy. ‘Our team will work alongside HR and the Board to redefine how the organisation will operate and the steps required to assess how the interface between people and assets can be managed to ensure the efficient phased return to operations. This is a holistic offering bringing together organisational coaching specialists, medical, technical and ongoing support services.’ Key headlines of support to large corporates, professional services firms and public sector organisations (health, education, leisure, etc).

Eye on Management

“We cannot make assumptions that just because the disease is on its way down it will keep going down!” Dr Michael Ryan - Executive Director (WHO) – June 2020

1 Specialist and expertise in

organisational risk/change support team to inform their decisions and strategy; 2 Antibody testing, associated medical team, to inform sustained key resource platform decision making, in particular, should a second peak emerge; 3 Technical support (space planning and minor works) team to delivery necessary asset changes, including reorganisation,HQ signage, H&S equipment and M&E works; and 4 Support services including decontamination, infection control and consumables. Peter Tait, Operational Director for UrCare stated ‘In developing an Organisational Risk Plan it will establish a clear strategy & implantation plan. This will assist with creating the necessary steps for phased mobilisation back to operations, even if subsequent peaks of infection

occur. As WHO reflected a few weeks back, we cannot make assumptions that just because the disease is on its way down, it will keep going down!’ Both Roger and Peter believe it is essential to establish the corporate vision and create confidence for the future. ‘Many organizational leaders have reflected with me that this will be a phased approach in restructuring and creating the platform for momentum is essential. The current position is not economically sustainable moving forward and organisations will be left to manage the future obligation but we must embrace new working, leisure, retail and education approaches.’ UrCare’s core approach is based on motivating and changing behavior being critical to reinjecting momentum. UrCare are partnering with leaders to create a strategic vision by

1 People first approach; 2 Short-term momentum

and leadership; 3 Redefining objectives,

customers and other stakeholders; 4 Establish a change management team and develop a resilience plan; 5 Operational restructuring, embracing more effective performance; 6 Developing with HR and Boardroom a clinical and technical implementation plan. With the organisation, UrCare will develop the Implementation Plan with scenario modelling and planning for resumption, whilst promoting innovation and embracing change. In the midst of any crisis there is always opportunity to improve operations and motivate teams to be more effective. Once the immediate response to the crisis is secured, organisations should consider opportunities for short or medium-

term innovation. In healthcare, many of the UrCare team have spent the past two decades in restructuring organisations globally and delivering infrastructure, including a country wide response to regional health investment in Saudi, Arabia, advising Minister of Health and department, as well as various UK Health Trusts. Some of the UrCare team have recently been working with Trusts in developing the overall approach to the crisis, pre peak, and viewed the longer term steps with a robust antibody testing programme, now being adopted by DHSSPS. Roger stated ‘sadly some mistakes were made early and created a perception that all of the rapid tests were inaccurate. Whilst this is true of many being promoted in the market and those that we have researched, we believe It has been proven that the OnSite® Rapid Test, US based, is one of the most reliable COVID-19 anti-body detection assessments available. It has had independent validation

Eye on Management ‘As Red Adair reflected, with bombs and fires you only get one mistake. The cinders behind the front line are the most dangerous with our current scenario!’

and FDA approval now in process along with a review by Oxford University. UrCare have signed an exclusive agreement to application and supply these tests in various regions, as well as providing the wider implentation support.’ Initial observations in Northern Ireland has been well received, as reflected by Mr Barry Clements, Consultant Surgeon/Lead for Unscheduled Care/Modernisation at Royal Hospital. ‘Antibody testing is seen as key to being able to ease lockdown measures because it can help identify people who have previously been exposed to the virus. For example, the information could help implement safety measures such as pairing proportions of individuals who likely have antibodies with individuals who have not been exposed to the virus. Our initial observations of the test, including sampling amongst clinical staff has been encouraging and looking at ways where it can assist operationally in making decisions to accelerate our operations within the clinical environment. Antibody testing is not a magic bullet but it would appear to be more sensitive and reliable than virus testing. It can provide important information at this stage of the pandemic declaring those who have been already exposed to the virus. This test where useful in isolated circumstances offers most value epidemiologically if performed widely. This would be invaluable in Healthcare Workers who have faced Covid19 On the frontline. It would reassure those who have tested positive to the virus that they have mounted an antibody response. It will also provide clarity for those who have not been exposed. On a wide scale this will facilitate imaginative and reliable work force planning should we encounter a ‘second wave’. It is encouraging to see the UK Government making antibody testing more widely available, and whilst discussions continue to

support this national rollout, there is an economic and operational benefit for the commercial sector to adopt a similar approach, as offered by UrCare.’ This test is intended to be used by the UrCare healthcare professionals to aid in the diagnosis of individuals who have had infection with SARS-CoV-2 coronavirus. This test assists with decision making by organisations regarding their return to work policy and operational planning. In collaboration with qualified medical staff, the UrCare Team will work with organisations to successfully introduce the anti-body testing. A simple finger-prick test providing drops of blood will be required and the results are available to the medical team in between 10 - 15 minutes. This can be carried out in the organisations premises by the UrCare medical team for efficiency and all results provided by end of the day. Testing can inform organisational decisions around social distancing measures for asset and if a proposrtion of people were found to have already been infected, then phasing those who have identified antibodies assists in long term strategy, especially if a second peak is predicted (WHO statement June 2020). This is in addition to social distancing and other measures promoted by government. The test is already being used across UK, Jersey using as part of an island wide antibody testing programme, and is a care home and community care setting, including, Country Court Care - offered tests to each of its 3,000 staff on a voluntary basis, with 99% opting to be tested, and it will likely also explore the possibility of testing residents in the near future. Nellsar Care - rolling out a programme under which tests will be offered to all of its 1,000 employees and 500 residents, starting with those who have already had a positive swab test. Staff who test positively will not be treated as immune or exposed to additional risk, but the results will help staff and residents feel safer and understand whether they have already been exposed to the virus. While having antibodies is not proven to guarantee immunity against the virus, it could also enable staff and stakeholders to feel more confident in line with other measures. Social distancing and working practice restrictions will continue, to some extent, for some time. In this context offices, schools, universities, leisure centres, health facilities and community buildings must evolve to reflect and support the current situation whilst facilitating foreseeable future trends. Martin Hare, Managing Director for McAdam Design reflects that ‘the challenge lies in how to adapt

existing workplaces and organisational assets to achieve a level of productivity and output in a safe and secure environment for all. The issues to be resolved include signage, office layout redesign, mechanical systems, enhanced tech, revised circulation strategy, specialist equipment & emergency evacuation procedures. These must be reconfigured to promote adequate protection for a safe & phased return to normality.’ To facilitate this the UrCare team have appointed McAdam Design, a multidisciplinary professional services company with extensive experience in all major building sectors to work with them in the recalibration of the organisational assets. The reorganisation and mobilisation of the approved works will be carried out by Totalis, a support services and works contractor. Totalis has developed a comprehensive range of bespoke products that can be designed to assist with obligations to return employees, clients and customers back to work safely. In addition to minor works, mechanical and electrical adjustments, Totalis can also provide: - Sanitation stations free standing, wall mounted and desktop - Customer and traffic flow management / external ground markings / free standing signs - Interface Desk screens - Additional signage & consumables UrCare have also strategically aligned with Neylons FM for support services during operational mobilisation and ongoing support. The breadth of their Services includes Cleaning and Decontamination Services and Emergency / Disinfection Services with award winning provision within the health sector and care homes. Roger states that some expert medical professionals have commented on the UrCare model as a ‘gamechanger’ as includes a collaboration of designers, engineers, facilities managers, technology and medical experts, joined by organisations key decision-makers. All team members collaborate to establish principles that ensure optimal planning and outputs. This will ensure that the spaces are functional, safe and promote staff, student , patient and user confidence that their environment is safe. UrCare interventions will promote and create operational momentum for organisations, who are faced with complex decisions over the next year. UrCare are also setting up a network of test clinics for individual tests and are partnering a number of dental practices in Northern Ireland to provide this service to individuals. These will be done by medically trained professional in a RQIA inspected premises with necessary PPE’

To discuss how UrCare can assist your organisation or to book an Antibody Test in one of the UrCare Clinics contact momentum@urcare.co.uk or visit the website www.urcare.co.uk

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EyeonNews

Full Fibre Broadband Build Central to NI Economic Recovery Openreach, who builds and maintains the largest fixed communications network in Northern Ireland (NI), has unveiled that it has reached a significant milestone, with 360,000 homes and businesses -more than 40% of properties – now able to access Full Fibre broadband at speeds of up to 1 Gbps.

he milestone achievement comes as Openreach continues to build the Full Fibre future-proof broadband network in NI, with an aim of reaching 525,000 premises, which is 60%, by the end of March 2021. This puts Northern Ireland well ahead of the rest of the UK, to achieve the Government’s target of 100% access to 1 Gbps speeds by 2025. To coincide with the announcement, a paper produced by Economist Richard Johnston, Deputy Director of the Ulster University Economic Policy Centre, in collaboration with Openreach, has also been published today. As policymakers and industry work to develop an economic recovery plan for NI, post COVID-19 pandemic, the paper assesses the potential economic, social and environmental benefits that could result during the recovery phase and beyond, leveraging the investment that is being made in the Full Fibre network. The report’s main findings show that there have been ten significant changes over the last few months that will, ultimately impact on demand for Full Fibre. These changes will lead to: ‘Levelling up’ connectivity across the province can lead to greater opportunities for jobs to be located in rural rather than urban areas. Leading to economic as well as social regional rebalancing. Sustainability – supporting remote working to become more commonplace, therefore reducing commuter journeys, traffic congestion and Co2 emissions. Removing barriers to employment - those who are vulnerable or have caring responsibilities can enter the labour market with greater opportunities to work from home. Digitalisation – supporting the use of new technology across health care, education, access to government and facilitating new technologies for home, family and social life. Access to high speed broadband

is a key advantage to Northern Ireland for the growth of high tech industry and to encourage and attract Foreign Direct Investment. The paper references a recent report* conducted by the Centre for Business and Economic Research (Cebr), commissioned by Openreach, which estimates that full deployment of Full Fibre broadband by 2025 could boost the NI economy by £1.3 billion and employment by 1.6% - as older workers, carers and working parents are supported and able to engage in the world of work. Richard Johnston’s analysis also suggests that investment in Full Fibre broadband would help NI realise its long-term growth potential – reducing economic inactivity, increasing global competitiveness and supporting digitally intensive sectors while unlocking smarter ways of working across all sectors. Speaking about his findings and the future of the Full Fibre network in NI, Richard Johnston, Deputy Director of the Ulster University Economic Research Centre, said: “2020 will certainly be a year that will go down in history. A year when restrictions have had a significantly negative impact on the NI economy, leaving the region in the midst of a rapid and relatively deep downturn. It has also been a year that so far has changed how, where and in some cases when, we work, learn and relax. And we’ve seen the acceleration of existing trends such as digitisation, remote working and online commerce as well as a seismic shift towards digital working, learning and consumption. “Even after the COVID-19 crisis subsides, it is reasonable to expect that infrastructure demand will continue to increase. As NI moves towards reopening its doors for business, the roll-out of Full Fibre broadband infrastructure will be a key enabling technology. It will allow the region to compete with competitor

Mairead Meyer, Openreach NI Director

nations, to boost incomes and standards of living and meet policy objectives of digitisation, improved sustainability and further embracing globalisation.” Mairead Meyer, Director of Openreach Northern Ireland, said: “The Full Fibre build programme is central to NI’s digital future and economic growth and will provide the region with more reliable, faster and future-proof broadband. We’re delighted to have reached a milestone of 360,000 premises today and are on track with our plans to achieve 525,000 by the end of March 2021, covering 60% of homes and businesses. We are building right across Northern Ireland. We have recently finished projects from Bangor and Magherafelt to Enniskillen, as well as building Full Fibre to rural communities in Tamnaghmore and Upper Ballinderry amongst others. We’re also proud that our build programme is making NI a leader within the UK and keeping the region at the forefront of digital technology. We have 72%** coverage of Full Fibre in Belfast City, making the capital the second-best covered city in the UK, and 7 out of 11 NI council areas are within the top 20** council areas in the UK for access to faster connectivity speeds. “This paper highlights the benefits that Full Fibre could bring. With a potential economic boost of £1.3 billion, jobs created across NI and people better able to live and work no matter where they are located – it could boost productivity and renew towns and communities across the region. We’re committed to bringing ultra-reliable and ultrafast broadband to as many people as we can, as quickly as possible, and to build a strong and resilient network that meets the needs of our customers and of the region, now and in the future.”

Reflecting on the importance of digital connectivity for the capital, Simon Hamilton, CEO of Belfast Chamber of Commerce, said: “Belfast is building a growing global reputation as a tech city with world leading financial technology and cyber security clusters. As well as our city’s ability to produce skilled and talented people, that reputation has been built on far sighted investments in our telecommunications network. Through the efforts of Openreach, Belfast can boast of being the second city in the UK for availability of gigabit- capable broadband. That is exactly the kind of infrastructure we need to continue to invest in and businesses need to take up if Belfast is to continue to grow its economy.” Looking at the wider role of broadband technology in NI’s economic recovery, Ann McGregor, Chief Executive of Northern Ireland Chamber of Commerce and Industry, added: “The COVID-19 pandemic has illustrated just how important connectivity is to the business community in Northern Ireland. Further investment in digital infrastructure is therefore essential to not just meet current demand, but to achieve economic growth and prosperity and to further establish Northern Ireland as a digital destination for investment and jobs.’’ Full Fibre broadband means fewer faults, faster connections, and a consistent, reliable network. Once the infrastructure is in place, it has the potential to be easily upgraded to higher speeds as future technologies drive business and consumer demand for higher bandwidth.

To read the report in full visit: www.openreach.com/northern-ireland

EyeonNews

Show Office At Belfast’s Newest Flexible Workspace Open For Viewing Urban HQ, Belfast’s newest flexible workspace, has announced its Show Office is open with distanced and digital viewings now available.

ased in Belfast’s Eagle Star House, Urban HQ will accommodate more than 500 desks over eight floors when it opens in September. It will also be the first and only flexible workspace in Northern Ireland to achieve the coveted Platinum Wired Certification from WiredScore. Jamie McCoubrey, Managing Director at Urban HQ said: “Urban HQ presents a unique opportunity for flexible working within Belfast, providing its members with a sleek, modern workspace, city centre location and unrivalled connectivity. “The offering at Urban HQ is best in class and will elevate Belfast’s flexible workspace offering to that found in New York or London. We spent a lot of time on the opulent design of Urban HQ in partnership with the award-winning KLD Design and the result is a space more similar to a boutique hotel than an office building. “Whilst our opening date has been pushed back in light of the Covid-19 outbreak, this has allowed us to adapt our offering to cater to the current guidance allowing employers to protect their people and enable the appropriate distancing. “Having invested heavily in technology such as advanced thermal cameras installed at the entrance and air handling units that ensure 100% filtered fresh air to every office we are confident Urban HQ will be one of the safest workspaces in Belfast.” The 32,000 sq. ft. building comprises eight separate kitchens, and 35 self-contained washroom

Pictured are Donna Daniels, Operations Director and Jamie McCoubrey, Managing Director.

facilities enabling members to space out across the eight floors of the Upper Queen Street property. Jamie continued: “The health and safety of all our members remains our top priority and we have reconfigured the lounge, communal areas and meeting rooms to allow for safe capacity levels and social distancing protocols. Clear signage, floor markings and one-way systems will also be in place to ensure social distancing. “Flexible workspace has been a hot topic in the commercial property world, but it has now been made all the more relevant. The impact of the Covid-19 pandemic will be a catalyst for many businesses to make fundamental changes to how they operate and we expect this to signal further demand for such space. “We know how important getting the right workspace is for employers and our Show Office is now open for potential members to view. This can be a physical but distanced meeting on site or a digital viewing can be arranged.”

Urban HQ has also announced the appointment of Donna Daniels, Operations Director, who will work alongside Jamie managing the building and providing support to members. Jamie added: “Donna is a fantastic asset to Urban HQ and will undoubtedly utilise her vast experience to cater to the specific needs and tailored specifications of our members. “At Urban HQ we aim to provide our members with not just a desk but the space, facilities, and a network to develop and grow their business.” With over 20 years combined experience, together Donna and Jamie will be one of the most experienced management teams within the Northern Ireland flexible workspace market. Donna said: “As we emerge from the Covid19 pandemic, it is evident that the real estate requirements of many businesses will have changed forever. Organisations whose workforces have adapted

well to homeworking throughout lockdown may now be seeking more flexible, cost effective solutions, such as that offered by Urban HQ. “The scale of Eagle Star House has allowed Urban HQ to really be truly flexible in its offering to members with a variety of spaces from light-filled meeting rooms, to focus rooms, phone booths, sofas, and the rooftop terrace which promises spectacular views of the city. “Having worked within the flexible workspace sector for many years, I know what an exciting opportunity Urban HQ presents for Belfast and I look forward to introducing people to our space.” Urban HQ is currently offering no deposits and up to 3 months’ rent free for all new deals agreed prior to opening.

To arrange a viewing of the Show Office or for further information, please visit www.urban-hq.co.uk

Eye on News

Guinness Launches €14 Million Pub Recovery Fund Guinness has announced a new €14 million fund, called “Raising the Bar”, established to support the recovery of pubs across the Island of Ireland.

his is part of a Diageo (maker of Guinness) global programme to support pubs and bars to welcome customers back and recover following the COVID-19 pandemic. “Raising the Bar” will be a two-year programme available from July 2020. Through “Raising the Bar”, Diageo will provide $100 million to support the recovery of major hospitality centres, including: New York, London, Edinburgh, Dublin, Belfast, Mexico City, Sao Paulo, Shanghai, Delhi, Mumbai, Bangalore, Nairobi, Dar es Salaam, Kampala, Sydney and beyond. Diageo designed the “Raising the Bar” programme following a global survey of bar owners to identify what they need to reopen after lockdown. Their top priorities include hygiene measures, digital support and practical equipment to transform how their outlets will work. In Ireland, the “Raising the Bar” programme will be focussed on the provision of practical equipment and confidence building measures needed for outlets to reopen and operate on a safe and sustainable basis. Guinness will consult with the on-trade as to how best to direct future funding over the two year period. From 24 June 2020, bar owners across all of Ireland will be able to register their interest for the “Raising the Bar” programme viawww.mydiageo. com. Bar owners will receive regular updates on best practice training and resources and be able to participate in global

Hilary Quinn, Diageo Ireland Marketing Director

surveys to share insights, as they build back their businesses. Ivan Menezes, Chief Executive of Diageo commented: ‘Pubs and bars sit at the heart of every community. We have launched “Raising the Bar” as so many outlets have been impacted by this crisis and badly need help to open their doors again. “We are calling on governments around the world to provide long-term recovery packages to help the hospitality sector. These businesses play an essential role in bringing people together to socialise and celebrate – something that we have all missed so much during this terrible crisis – and sustain hundreds of millions of jobs, often providing a first foot on the employment ladder for young people.” Speaking today, Oliver Loomes, Managing Director of Diageo Ireland said: “The hospitality sector in Ireland requires longterm investment and support

to get back up and running. Not only has the financial impact to their business been significant, but they have missed their place at the centre of Ireland’s social fabric. Through this €14 million “Raising the Bar” Fund, our ambition is to support pubs in Ireland in welcoming back customers in the safest possible way, when they are ready to do so. “It is more important than ever to work with our partners to create a safe and sustainable night time economy together. This fund is our commitment to the future of the local pub in Ireland. It will also be essential for the authorities on this island to work together with our industry to build both a safe and a sustainable hospitality and bar sector”. The UN’s International Labour Organization has forecast that 436 million enterprises worldwide face serious disruption and one in six young people will be unemployed due to COVID-19. The hospitality sector will be one

of the hardest hit, as pubs, bars, clubs and restaurants provide hundreds of millions of jobs for many full and part-time workers. The impact of COVID-19 on the hospitality sector has been widespread, with the closure of venues the world over. As governments begin to ease lockdown measures, the public want to come together again to connect with their community and socialise safely. By providing access to free digital support, technology, training and equipment, Diageo aims to help any bar, anywhere open its doors again.

To register interest in the “Raising The Bar” fund log onto www.mydiageo.com. More details will be announced in July.

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Eye on Law

Retail – ensuring a safe return to work of factors, including the size of the premises (including accessibility) and the workforce. Staggered start and finish times and strict protocols during breaks is one way of implementing social distancing. However, personal protective equipment may also assist in reducing the risks where social distancing cannot be guaranteed. Such measures should be clearly communicated to employees and others who enter the workplace.

Managing the return to work

Leeanne Armstrong, Legal director for TLT LLP

Northern Ireland is moving into the economic recovery phase of the pandemic, following a forced shut down of non-essential businesses in March.

his means that all retailers are now permitted to re-open, provided they can minimise the risk of contamination – for example through social distancing, cleaning, hygiene and product management. Even then, strategies are going to have to be continually reviewed and updated as the situation evolves. There are a number of health and safety and employment law risks that retailers will need to be mindful of to avoid a legal penalty, or a claim.

Health and safety Employers have a statutory duty to ensure the health, safety and welfare of their employees in so far as is reasonably practicable. A well-documented plan – developed in consultation with health and safety representatives and expert advice – is essential in case the Health and Safety Executive or local authority challenges your system. The changes made in the workplace will depend on a number

The option to continue to furlough employees remains open to employers, and there is no obligation to bring the entire workforce back immediately upon re-opening. People who (i) can work from home, (ii) are required to self-isolate or (iii) fall within the category of being ‘clinically extremely vulnerable’ should not be required to return to work. Individuals in the latter group are highly likely to be deemed disabled within the meaning of the Disability Discrimination Act 1995. They have the right not to be discriminated against and employers are under a duty to make reasonable adjustments to support them. Persons in the ‘clinically vulnerable’ group may also be deemed disabled, and it is advised that they are considered on a case by case basis regarding the return to work. Employees who are pregnant are not required to shield and can return to work, however the government’s advice continues to be that they should take particular care to maintain social distancing and be given the safest roles. Where this is not possible, they should be suspended on full pay. Employers should complete a risk assessment promptly to determine the appropriate action to take. Under the law, expectant

mothers are protected against risk to health and safety and from unfavourable treatment because they are pregnant.

Detriment and dismissal As a general rule, employees are required to obey reasonable management instructions and, depending on the circumstances, disciplinary action may be taken if an employee refuses to return to work. However, where an employee refuses because they reasonably believe there is a ‘serious and imminent threat’ of danger then they have the legal right not to be dismissed or to suffer a detriment as a result. This will inevitably feature in tribunal litigation in due course, but it seems likely that this protection will apply in the context of Covid-19. Furthermore, workers and employees who “speak up” and raise concerns about a failure to provide a safe working environment may also be protected against suffering a detriment and dismissal, under whistleblowing legislation. Employers should review their whistleblowing procedures and ensure managers are trained to recognise and appropriately handle this type of complaint. If an employee does raise a concern about how safe it is to return to work, resolution through open dialogue, including health and safety representatives and occupational health if necessary, should be encouraged.

Leeanne Armstrong Legal director for TLT LLP 0333 006 1545 leeanne.armstrong@ tltsolicitors.com

Eye on Finance

CBILS: Close Brothers Committed to Supporting Northern Irish Businesses Close Brothers Commercial Finance is supporting businesses in Northern Ireland under the UK government’s Coronavirus Business Interruption Loan Scheme (“CBILS”).

he asset based lending, invoice and asset finance specialists gained accreditation from the British Business Bank to provide loans to those who are experiencing lost or deferred revenues due to the pandemic. Close Brothers have already helped numerous firms under the scheme, providing additional funding of up to £5 million in conjunction with their asset and invoice finance facilities.

Supporting viable businesses One business that has been supported via a CBILS term loan is CM Marketing. The SME finalised a management buy-out, financed by a £1.4m invoice discounting and cash flow loan package, just days before lockdown was announced. Soon after, the pandemic impacted their operations and Close Brothers stepped in to offer additional funding. Despite being a long-established and profitable wholesale distributor of bathroom products, coronavirus created a challenging market for CM Marketing. They saw fewer sales as trade showrooms and builders’ merchants closed. While the SME acted quickly to modify processes and reduce the implications COVID-19 had on trading, forecasts projected that cash flow would be disrupted, and additional liquidity was required to ensure their supply chains remained opened. CM Marketing shared with their position with their dedicated relationship manager. After discussing their immediate response, ongoing strategy and finance options, they decided to apply for a CBILS term loan. With support from Close Brothers,

the application process was straight-forward. They were able to access the term loan quickly, with capital deposited in their account less than two weeks after the initial CBILS conversation. The additional finance has enabled the company to make critical decisions regarding payments and trading in the unusual landscape created by the pandemic. This means they can maintain important customer relationships and preserve supply chains where possible. Commenting on the CBILS loan, Neville Robinson, Director at CM Marketing, said: “Joel and Stephen in Close Brothers made applying for a Coronavirus Business Interruption Loan a simple, painless process for us, with the Bank providing the capital we needed swiftly. We were delighted by how easy it was to access funding, just as it had been when securing the funding for our MBO. The loan has enabled us to keep our supply chain open during this challenging period. Our relationships with suppliers are very important, and they are built on clear communication and trust. The additional liquidity has given us peace-of-mind, enabling us to keep up with and discuss payment terms openly. It will also be a great help as the wider markets begin to reopen – we’re up for the challenge and we’re here for the long haul.” Paul Stephens, Head of Head of Corporate & ABL at Close Brothers, said: “As a specialist commercial lender, we work closely with firms across Ireland to provide sustainable finance solutions. Being accredited to offer

CBILS enables us to offer further support and will allow many viable operations to access the working capital they need to continue. “We hope to continue getting funding out across Northern Ireland. We’re committed to helping businesses trade through this period and succeed as the economy progresses in the future.”

To find out more about the sustainable finance packages Close Brothers Commercial Finance offers call 02890996808 or visit www.closecommercialfinance.ie

Close Brothers: modern merchant banking Close Brothers is a UK merchant banking group providing lending, deposit taking, wealth management services, and securities trading. Close Brothers Group plc is listed on the London Stock Exchange and is a member of the FTSE 250. Our core purpose is to help the people and businesses of Britain and Ireland succeed over the long term. To achieve this, all of our diverse, specialist businesses have a deep industry knowledge, so they can understand the challenges and opportunities that our customers and clients face. We support the unique needs of our customers and clients.

Eye on Internet

Why fake news isnâ&#x20AC;&#x2122;t everyone elseâ&#x20AC;&#x2122;s fault By Gareth Dunlop, Fathom.

Let me start with the bad news before moving on to the worse news. t $VSSZT 1$ 8PSME JTO U IBOEJOH PVU 4BNTVOH TVs that have minor imperfections in them if you just share and comment on the post. t 3BOHF 3PWFS BSFO U SBOEPNMZ HJWJOH BXBZ a top of the range SVAutobiography DYNAMIC that was previously claimed in a competition by someone aged 17 and thus was too young to claim the prize. t /PXIFSF OFBS FOPVHI EBUB PS BOBMZTJT IBT been done to claim that female prime ministers in general are doing a better job than their male counterparts in responding to COVID-19. t 4UFWF +PCT EJEO U TBZ iOPO TUPQ QVSTVJU PG wealth will only turn a person into a twisted being, just like meâ&#x20AC;? on his death bed. t /P BNPVOU PG iCZ UIF QPXFS PG (SFZTLVMMw type statements you post on your timeline about your data will alter your terms and conditions with Facebook.

o why do I see this stuff on my social media feeds multiple times every day? The examples above are quite insipid, relatively unimportant and broadly harmless. The worse news, promised above, is that there are a hundred other examples just like them expressing views to do with COVID-19, extreme politics on the left or the right, or other matters to do with health which are a very real threat to the vulnerable, and to democracy. You wonâ&#x20AC;&#x2122;t need me to tell you that we have a major problem with fake news. And with the American general election scheduled for autumn of this year the problem seems unlikely go away any time soon. As if this isnâ&#x20AC;&#x2122;t depressing enough, it turns out the spreaders of fake news are your friends and my friends. Russian bots and Chinese click-farms may start the chain, but they rely on hearts and minds of the mindless to slavishly continue it.

I am sure I shouldnâ&#x20AC;&#x2122;t, but recently I have started calling people out on social media when they post or share fake news. I try to be gracious, posting up news articles which contradict a claim, or asking for a source, or requesting a citation. Not uncommonly it eventually ends up with the original poster replying with an acknowledgement that â&#x20AC;&#x153;it isnâ&#x20AC;&#x2122;t strictly true butâ&#x20AC;? however â&#x20AC;&#x153;itâ&#x20AC;&#x2122;s the kind of thing that could be true.â&#x20AC;? It is this second response which I find particularly sobering. It is startling to consider that the veracity of the story is a secondary consideration to its narrative. It is an exquisite example of starting with a conclusion and looking for a plot or story or claim which fits your predisposed position. The dangerous power of narrative building reminds me of DNA technology when it initially appeared and its impact on previous convictions, particularly for the most serious of crimes â&#x20AC;&#x201C; rape and murder. When the technique was first approved as admissible in criminal investigation and prosecution, it should in theory have offered great news for the thousands of people who were behind bars for crimes they didnâ&#x20AC;&#x2122;t commit, as it allowed law enforcement and legal practitioners to gather new evidence and retry people who were protesting their innocence. Its arrival unsurprisingly caused a tidal wave of appeals and retrials in the mid-1980s. You would think that the legal profession, including prosecutors would welcome this, wouldnâ&#x20AC;&#x2122;t you? That people who had devoted their entire professional lives to putting the right men and women away for their crimes, would be delighted that they have another tool in their armoury? Alas not. Many prosecutors were wedded to their original view, and couldnâ&#x20AC;&#x2122;t tolerate any new data which challenged it. A depressingly high number of cases followed the same pattern, as illustrated in many of the rape re-trials (warning â&#x20AC;&#x201C; direct language of a sexual nature): The defence team was denied access to the evidence.

Then they were told the new evidence wasnâ&#x20AC;&#x2122;t collected with the right process. Then the prosecutors claimed that the evidence pointed to something else, e.g. in the case of sexual crimes it pointed to consensual sex with another person. For this to make sense, in the absence of evidence putting the prisoner at the scene, the prosecution had to claim that the rapist must have used a condom. Defence lawyers got so tired of this farrago, they coined a phrase in court to jump to the end when someone elseâ&#x20AC;&#x2122;s DNA was placed at the scene â&#x20AC;&#x201C; â&#x20AC;&#x153;the un-indicted co-ejaculator.â&#x20AC;? To put it in the language of fake news, the suspect â&#x20AC;&#x153;looked like the kind of person who would do this kind of thing.â&#x20AC;? If we start with a conclusion and spend our lives looking for evidence to back it up we are merely narrative building â&#x20AC;&#x201C; going in reverse. We need to start with the data and work forward. In the free societies we are privileged to live in we are entitled to our own opinions. We are not entitled to our own facts.

Gareth Dunlop owns and runs Fathom, a user-experience consultancy which helps ambitious organisations get the most from their digital products by viewing the world from the perspective of their customers. Specialist areas include UX strategy, usability testing, customer journey planning and accessibility. Clients include BBC, Chain Reaction Cycles, firmus energy, Kingspan, AIB and Tesco Mobile. Visit Fathom online at fathom.pro

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Eye on Young Enterprise

Belfast students pip over 13,000 students in the UK to the winning post

Young entrepreneurs from Belfast High School, Northern Ireland, who had already been crowned Young Enterprise Northern Ireland Company of the year, have been crowned UK company of the year runner up at the Young Enterprise national final.

550

people tuned in online this week to celebrate the fantastic achievements of young people across the UK taking part in this year’s Young Enterprise Company Programme. The competition, which saw 13,700 students participate over the last 10 months, celebrated the top 14 student companies set up and run over the academic year with winners announced by Young Enterprise Alumna Steve McGovern. ‘Off shore’ from Belfast High in Northern Ireland won over the judging panel with their unique bespoke products, using broken glass

transformed by waves. ‘Offshore’ aim to combat our climate crisis in a unique and innovative way, using seaglass to create beautiful frames and jewellery, which remind us of the beauty of our shores helping preserve our environment. Speaking about their National win, Jacob Patterson, MD of Offshore, Belfast High School said: “To say we are over the moon about winning this award is an understatement! We still can’t quite comprehend what has just happened but we are extremely proud to have represented Northern Ireland and to come second, we are overjoyed. First and foremost I want to say thank

you to my amazing team who were so passionate and driven throughout our time in the Company Programme and also to Belfast High School and in particular Mrs Crawford. Starting off as individuals it is safe to say we have become a family; we have developed so many vital skills, resilience, persistence and adaptability. The programme has given us the confidence to achieve anything if we put our mind to it. Thank you to all the Young Enterprise NI team for this amazing opportunity” Speaking about the win Carol Fitzsimons Young Enterprise NI CEO said: “The team here in Northern Ireland are delighted for the Belfast High School team and staff. The creativity they demonstrated, and the success of their business has had to date is testament to their hard work over the past year. If ever there was a time when resilience, adaptability and teamwork matter most, this is it.

Our Company Programme provides a real-life learning opportunity that introduces young people to the realities of the world of work. Company Programme students develop their key employability skills by making all the decisions about their business, from deciding the company name and product, to creating a business plan, managing their finances and selling their products. You don’t get this stuff from a text book and we are greatly encouraged by our research which shows that 94% of Company alumni go on to education, employment or training - 7% higher than the national average.” For more information on how to register for this year’s Company Programme contact programmes@yeni.co.uk

Eye on Insolvency

What does the Corporate Insolvency and Governance Bill mean for NI Businesses? By Matthew Howse, Partner, Litigation and Dispute Management, Eversheds Sutherland Belfast

here are decades when nothing happens and weeks when decades happen. This certainly seems the case in terms of Insolvency reforms. The UK Government’s long-awaited Corporate Insolvency and Governance Bill had its first reading in Parliament last month and will return tomorrow. Meanwhile, the Minister for the Economy, Diane Dodds will bring a motion to the Assembly today, to approve the amendments to assist companies in financial difficulties. The Bill is an interesting mixture of temporary measures announced specifically to combat the economic effects of the Covid-19 pandemic, but also more permanent measures included in the Government’s previous consultation from 2016. It includes a new statutory moratorium process, a new restructuring plan procedure, as well as temporary measures regarding wrongful trading and the presentation of winding up petitions. These measures are timely and may unfortunately become vital for many businesses in the coming months. Despite the unprecedented level of government support offered to businesses, not all will survive. Those that were struggling before Covid-19 are likely to be at higher risk. By focusing on several provisions, the government is obviously seeking to provide a temporary shield to companies who are unable to pay their debts. The proposed moratorium, one of the permanent measures, seeks to give struggling businesses a 20-business day opportunity to consider a rescue

plan, which will be extendable for a further 20 business days or, with creditor consent, up to one year. Practically speaking, this will prevent enforcement of security, and the commencement of insolvency proceedings against the company, including forfeiture of a lease. For companies in distress, this would appear to be a helpful mechanism. However, it should be noted that ongoing liabilities during the moratorium period will have to be met and as such, it is probably only going to be appropriate for companies with sufficient cash or access to other funding. Also included is a new restructuring plan, again a permanent measure, which will allow struggling companies or their creditors to propose a plan, the aim of which is to provide an alternative rescue. This plan will enable complex debt arrangements to be restructured and will support the injection of rescue funding. It is worth noting that the restructuring plan is likely to be quite complex and expensive. Therefore, it is unlikely to be a practical solution for small SMEs who are in distress. This new procedure is not dissimilar to the existing “scheme of arrangement” which is a statutory legal process allowing a company to restructure its debt - the distinct difference with this new plan is that it can be sanctioned by the court, at discretion even if not all classes of creditors vote for it, subject to certain criteria. Furthermore, the government hope to introduce temporary provisions to effectively void statutory demands served on a company between 1 March 2020

and 30 June 2020 and restrict Winding-Up Petitions to 30 June 2020. The idea behind these temporary measures is to prevent aggressive creditor action against otherwise viable companies struggling because of Covid-19. Additionally, the Bill provides a temporary suspension of the wrongful trading regime to remove the threat of personal liability for directors (in relation to wrongful trading only). The suspension is to apply until 30 June 2020, but in the event that the impact of the pandemic on businesses continues beyond the

end of June, the suspension to the wrongful trading regime could be extended for up to a further six months. Although, directors may not be liable to contribute to losses in this period, losses incurred in the periods before and after Covid-19 remain a factor. These proposed changes are wide-ranging in scope. It will only be over time that we will fully see and understand the impact that these will have on businesses throughout Northern Ireland. Ultimately, the fewer businesses that are forced to rely on the provisions included within this Bill, the better.

Eye on News

Ulster University Launches Innovative FinTech Degree

n response to sustained growth of the FinTech industry in Northern Ireland and to support the need for skilled financial technology graduates, Ulster University’s Business School has launched an innovative Financial Technology degree. The BSc (Hons) in Financial Technology is the first of its kind in the UK and has been developed in partnership with key industry partners to meet the huge skills demand and graduate pipeline required to sustain Northern Ireland’s centre of excellence in FinTech. Delivered as both a part-time undergraduate degree and a HigherLevel Apprenticeship (HLA), the new programme is designed to develop, not only the requisite skills for the future of financial services, but to also play a fundamental role in shaping it, more relevant than ever during this disruptive time when resilience is key. William Smyth, Lecturer in Financial Services at UUBS commented: “Technology is driving major

graduate job with an above average starting salary and an exciting career path. Creating aspiring financial leaders will help ensure the region builds on its already established reputation as a global player in the development of financial technology infrastructure that is shaping the future of financial services.” The economic and societal impacts of COVID-19 have been profound across Northern Ireland and the new programme has been widely embraced by the FinTech community. In the challenging times ahead, the resilience and adaptability of the FinTech industry will play a pertinent role in supporting economic recovery of the region. transformation in financial services both at a local and global level, and despite the ongoing uncertainty surrounding COVID-19, there is cause for optimism across the FinTech ecosystem. Our pioneering Financial Technology degree programme is the central educational feature in a UK

FinTech National Skills Day webinar which brings together leaders from across industry, academia and government to discuss how the skills and talent agenda is being addressed in Northern Ireland. This degree will provide students with the skills and knowledge to secure a

To find out more information or to apply visit www.ulster.ac.uk/ courses/202021/financialtechnology-21396

BGF INVESTS £10M IN DECORA

BGF, the UK and Ireland’s most active investor, has invested £10m in Lisburn-based Decora, a leading manufacturer of window coverings, to support its long-term growth plans.

he funding will be used to support Decora’s continued strong growth via expansion into European markets, strategic M&A, and continued investment in product development and infrastructure.

Marking its initial entry into Europe, Decora has recently completed the acquisition of Domus Lumina, a €10m turnover Lithuanian-headquartered manufacturing partner. Founded in 1979, Decora is an

established leader in the design, engineering, manufacturing and distribution of window coverings across the UK and Ireland. The business has invested heavily in its manufacturing capacity and produces a market leading range of standardised and bespoke window coverings, including blinds and shutters. It employs over 1,000 people at its headquarters in Lisburn, with further facilities in Birmingham. Decora has also appointed John Davison as Chairman following an introduction by BGF. John is a serial entrepreneur and investor with significant M&A experience. Most recently he founded Pillarstone, before which he was Global Head of Strategic Investments at RBS, and partner at Bridgepoint. During his career John has served on numerous Boards, including Millar Homes, Triton Showers, Johnston Tiles and his family’s third generation furniture manufacturing business. Stuart Dickson, CEO of Decora said: “For all businesses, the past few months have been incredibly turbulent, but we are pleased to announce this positive news alongside BGF. We are fortunate to

have a very robust and strong underlying business, and a brilliant and resilient team. “Pre-Covid, we identified several strategic acquisition opportunities which we are continuing to explore. BGF has delivered on a partnership agreed before the onset of Covid which will put the business in a strong position to continue our growth strategy as the world adapts to the new normal.” The investment was led for BGF by Paddy Graham, David Gammie and Euan Baxter. David Gammie, Investor at BGF covering Northern Ireland and Scotland, said: “Decora is one of the most respected and successful businesses in Northern Ireland, with an industry-leading offering, a highly motivated and experienced leadership team, and a strong track record of growth. “Understandably, Covid-19 has created uncertainty for all businesses in Northern Ireland. Decora has taken responsible and all necessary steps to safeguard its team during this period, and we look forward to working with the management team to support the longerterm growth plans of the business.”

Eye on Law

‘Fair play’ Essential to the Future of NI Business Throughout the COVID19 crisis and now as we see a glimmer of hope in the slight easing of the lockdown and something which might soon resemble a timetable for further progress, the concept of fair play has been a recurring theme in my mind as I go about work in a very different way to the norm.

By Darren Toombs, Partner, Carson McDowell

rom matters that I am being asked to advise on, through to the steps that we as lawyers are able to take to assist our clients the overriding message I’ve heard seems to be “please play fair”. The Government seems determined to enable fair play by introducing a generous support package for businesses, not least through the Coronavirus Job Retention Scheme (CJRS) which has paid 80% of the wages of employees with no work to do from home, with a similar scheme for the self-employed and now extending forward to October 2020. It has also offered grants and rates rebates to business as well as guarantees to banks that assist business customers in difficulty. Although I head up the Insolvency and Restructuring team within Carson McDowell my background is in litigation. As litigators, we always had a referee, the courts, overseeing proceedings, ensuring that we all play by the rules and that the outcome is fair. The current court closures and hearings essentially limited to urgent business, (though I note positive soundings from the Lord Chief Justice this week), mean that our adjudicator is to a large extent unavailable. So, as a legal adviser, I am left to make sure that my clients and their business counterparts continue to play by the rules; to play fair.

Since this crisis started I have had numerous instructions and queries from clients with pressing issues that they would never have anticipated three months ago. I have referred numerous clients through to our employment team for guidance and advice on the extended furlough scheme and related matters. Thanks to the Government intervention, I have not been sending them through for redundancy advice, as I had feared might be the case at the start of the lockdown. I have also been advising both tenants and landlords and, whether acting for one or the other, my advice has been straightforward. The Covid Act has taken away the ability of a landlord to exercise forfeiture clauses in commercial leases for the next few months. There is provision to extend this period if necessary. Legislation is presently passing through Parliament to prevent landlords using the threat of insolvency as a stick to beat tenants with. It will only however protect those who can show that their inability to pay is as a result of the Covid

Crisis and not those who were already a failed business prior to mid-March 2020. This leaves the parties with one way to progress matters and that is frank and open dialogue. Both must play fair. The Government’s strategy works, so long as the landlord shows leniency to tenants in difficulty, but it also requires the tenant and where applicable, any guarantor, to also play fair. Tenants and guarantors on leases should pay where they have the ability. I have contacted banks on behalf of clients asking that we “down arms” for a period and pick the fight back up once we are in a better position to make firm and achievable settlement proposals. Local banks have again stepped up to the mark and are playing fair by rapidly agreeing holidays and standstill periods of around three months to allow the dust to settle. The Government also relaxed insolvency legislation around Wrongful Trading, introducing a simplified scheme of moratorium without the company having to actually enter Administration.

This recognises that many successful businesses could be killed off in this crisis simply due to a cash shortage from an ability to trade in any way, never mind trade in a reduced capacity. Directors will be able to seek crisis loans in situations which might otherwise see them in breach of their Director Duties and the insolvency legislation, for taking credit and thus getting further into debt at a time when the business might technically be insolvent. The Government certainly wants to be seen to play fair on this but likewise in actions and decisions taken, Directors must reciprocate. The one thing that seems clear to me throughout this dire situation, is that if we are to have any hope of riding out this crisis and not falling into a deeper recession than a decade ago, fair play is key. We must keep our minds open to dialogue and make use of professional advisers. Otherwise then I suspect our courts will re-open to a busier timetable than ever.

Eye on News

GRANT THORNTON RUNWAY RUN GOES VIRTUAL This year, leading professional services firm Grant Thornton has taken its 5K challenge race series (GT5K) digital, with races set to take place virtually around the island of Ireland for the first time.

he GT5K race series, which is Ireland’s largest and longest running corporate event of its type, has seen 44,700 runners take part over the last eight years across Belfast, Dublin, Cork, and Galway. This year, the races are going virtual to continue to raise charitable funds in a time of need. The race series encourages social running amongst Ireland’s business community and welcomes all abilities, from beginners to experienced runners. New features being introduced this year include the use of a live leaderboard and a new online registration system. This year Grant Thornton is opening

the competition to corporate teams, individuals, families, sports clubs and anybody else who would like to enter a team. Runners will be able to register online, complete their run over the weekend of the 14, 15 & 16 August, and upload their best time to a live leaderboard by midnight on Sunday 16 August. Earlier this year, The Alzheimer’s Society was announced as the GT5K Charity Partner for 2020 and runners are encouraged to #DoItForDementia as many charities are struggling to raise funds as a result of COVID-19. Commenting on the GT5K virtual launch, Richard Gillan, Managing Partner in Northern Ireland,

said: “For the past five years our Runway Run has proven extremely popular amongst businesses from every sector across Northern Ireland, and although COVID-19 has impacted us all, we did not want to lose this momentum. “Key to our decision was ensuring our charities did not lose out on much-needed funds this year and going virtual means this year’s run is open to all, regardless of location. “We look forward to seeing how everyone performs in August and will hopefully see you back at Belfast City Airport in 2021.” Commenting on his involvement in the GT5K, Greg O’Shea Rugby 7s Player and Love Island winner said: “I am delighted to be involved with GT5K as it goes virtual this year. I think it is incredibly important for workplaces to promote a healthy, active lifestyle, especially with more people working from home in recent months. The GT5K is a great opportunity to encourage each other to get out there

and stay active in our communities and workplaces for a good cause.” Organised by the national governing body for running, Athletics Ireland, and Athletics NI, the GT5K also supports the top emerging young athletes in Ireland and Northern Ireland through the Athletics Ireland Junior high-performance programme, which develops athletes in Ireland of all ages, disciplines and abilities. To enter the race, register at www. grantthorntonni.com/GT5K. This year the registration fee £9 will be split between Alzheimer’s Society and Athletics Northern Ireland’s Junior high-performance programme. All participants will receive a virtual goodie bag with the option to purchase a GT5K run technical jersey. Record your best 5K time and submit by midnight on Sunday 16 August to make the leaderboard. For information on the race dates, please visit www.grantthorntonni.com/GT5K

Eye on Management

The Role of the Board Chair During a Crisis By Donal Laverty, Consulting Partner at Baker Tilly Mooney Moore

Any chairperson will tell you that the success of their role depends on how they walk the tightrope of being too involved or too distant in the realisation of the organisationâ&#x20AC;&#x2122;s strategy.

et when a crisis such as the current Covid-9 pandemic strikes, and the CEO is turned into the Chief Crisis Officer, the role of the Chairperson becomes unclear and many become increasingly unsure how to strike this balance. A crisis breeds uncertainty and creates emotionally charged conditions for organisations that require fast decision-making, often with limited information on the part of leaders. The boardâ&#x20AC;&#x2122;s traditional role to monitor the crisis response of senior executives is crucial and in the interests of all stakeholders, but it also risks creating response delays and bottlenecks. Moreover, the chairpersonâ&#x20AC;&#x2122;s objective to preserve future strategic options for organisational sustainability might be difficult to implement when the organisationâ&#x20AC;&#x2122;s shortterm survival is on the line. In light of these dynamics, the interactions between the chairperson and the CEO are an essential and often underestimated success factor for leading organisations through a crisis. We took a closer look at this relationship to explore why one reason for the success and recovery for organisations depends on the rapport between the chair and CEO. 5)& #3*%(& #6*-%&3 The Chair

builds the bridge between the board and the senior executive

team and there is no question that this relationship between the chair and the CEO is critical for success, particularly during the current COVID-19 crisis. A Chair needs to focus on regular interactions with the CEO on the main crisis-related activities and actions to be implemented. By doing as much as they have to be approachable at any time for the CEO, which means keeping all forms of communication open to help and learning as much as possible about the senior executive teamâ&#x20AC;&#x2122;s approach to fight the crisis. Boards are well versed in the difference between governance and management however in a crisis, boards are challenged with re-acting to an ever-moving line. The boardâ&#x20AC;&#x2122;s role therefore should always be to support management in the right way, at the right time, without trying to manage the organisation. An effective chair understands the role they must play in order to lead and rally the board of directors as a highly effective team at the service of the company and its stakeholders and in supporting the executive team. (6"3%*"/4 0' 5)& .*44*0/

With any crisis response, organisations tend to react with short-sighted, actions rather than aiming for an overall strategic recovery plan. When a crisis unfolds, CEOs are pressured to take immediate action and

communicate a response quickly â&#x20AC;&#x201D; even when the full scope and impact of the crisis is not known. The danger is always that they risk harming the organisationâ&#x20AC;&#x2122;s heart and soul when these knee jerk efforts fail to recognise critical skills, capabilities, experience, and culture so crucial to the organisationâ&#x20AC;&#x2122;s long-term recovery. There is a significant role for the Board and Chair and their commitment to the organisationâ&#x20AC;&#x2122;s identity to guide executives when formulating and implementing crisis response strategies. " 3&Č&#x;"4463*/( )"/%

Often, leadership teams are unprepared for the fallout of a crisis such as Covid-19, which can create stress, discomfort, and other negative emotions. An effective chairperson will focus on actively addressing the emotional and psychological impact on their CEOs. The Chair will be approachable, expressing sympathy, will be involved and visible and demonstrate care and empathy â&#x20AC;&#x201D; toward their CEO in particular. This provides psychological support and avoids bad decision-making driven by negative emotions, uncertainty, and fear. The Chair Matters â&#x20AC;&#x201C; crisis or not We are living through an unprecedented crisis. Now more than ever is a time for organisations to ensure

alignment and mutual support from the board, the chair, and the CEO. The board and the chair need to stay disciplined, remain focused on their roles and stay detached from operations. An experienced chair will not interfere or micro-manage. Instead, they help the CEO navigate the crisis by providing consistent reminders of the organisationâ&#x20AC;&#x2122;s purpose, identity and mission. Moreover, chairpersons will use a blend of visibility, positive reinforcement, support and trust to ensure timely information flows and to build an understanding of the CEOâ&#x20AC;&#x2122;s challenges and responsibilities. Finally, it is important that chairpersons remain focused on and committed to the organisation above all. The role of the chairperson after all is to challenge decisions, to defend the organisationâ&#x20AC;&#x2122;s longterm interests, and be ready to take the lead when needed. Leadership in a crisis is not the same as in business as usual: demands become exponentially greater and it becomes harder for leaders to execute their role. The role of the chairperson in a crisis therefore becomes even more important â&#x20AC;&#x201C; to provide calmness, to be situationally aware and to bring focus and support to an executive team under pressure by demonstrating courage, poise, independence, and integrity.

Eye on News

Major International Data Centre at Foyle Port gets planning green light

A major international IT services and data centre has been granted planning permission by Derry City and Strabane District Council at the latest meeting of its planning committee.

he development by international data centre developer, Atlantic Hub, will be located at Foyle Port in its Innovation Park and represents a significant investment in the North West with a ‘twin’ site in Letterkenny as part of the same cross border campus, currently being assessed by the planning authority there. The Atlantic Hub campus at Foyle Port will offer world class services to hyperscale operators, and benefit from close proximity to the GTT transatlantic fibre-optic submarine cable - the fastest connectivity available between North America and Europe. The campus at Foyle Port will have the capacity for up to 1 million sq ft of technical floorspace with complementary hi-tech office accommodation – one of the largest ever property developments in the North West. The North West is regarded by many as being an excellent location for data centre development due to mild climatic conditions and local sources of renewable energy. As Brexit looms, Atlantic Hub will offer ‘One Front Door’

to the UK and Europe for companies seeking to insulate from the potential adverse impact of Brexit with Northern Ireland offering unfettered access to both the EU and UK Markets. Brian Doherty, Managing Director at Atlantic Hub, the project developer, said today: “We welcome this good news, which is the culmination of a significant amount of time and effort to bring this project forward. During the planning application process, we have been engaging extensively in the international marketplace developing relationships with potential clients encouraging them to locate in the North West on successful receipt of planning permission.” “With this project planning approval, we are in prime position to accelerate our conversations with the serious players in the sector.” “The strategic location of the campus at Foyle Port is vital as it provides connectivity to local energy supplies generated from 100% certified renewable sources. Furthermore, our efforts in the development and delivery of a ‘Green Region North West’ initiative as part of

this overall project, is our commitment to ensure the region targets zero carbon emissions, pressing ahead with sustainable development that does not impact the environment and will deliver even more inward investment for the region.” He added: “Our thanks goes to Foyle Port and Derry City and Strabane District Council who understood the importance of this strategic project and how it complements the digital strategy for the City and wider region, and the international attention it will bring from some of the largest companies and investors in the world due to its prime location.” Brian McGrath, Chief Executive at Foyle Port said: “We warmly welcome the decision by Derry City and Strabane District Council and commend the dedication of the Atlantic Hub team.” “Diversification is central to our strategy at Foyle Port and the granting of permission for this data centre development plays a key role as part of our ambitious plan for the wider Port economic zone.” “Projects such as this led ably by Atlantic Hub will futureproof the development of the North West in terms of digital infrastructure and will allow for further innovation and investment attracting companies and interest from all over the world.” George Cuthbert, Director of Development at Foyle Port said: “We have been working with

Atlantic Hub for some time in bringing forward this exciting project and are thrilled to see it get over the line.” “This permission represents a statement of intent for the Port and how we are planning for the future. We have the space to assist with the growth of the data centre hub and attract other investors and companies that are aligned to the sector and create an important cluster which is unparalleled in the North West.” “The past few months have been difficult for everyone and this positive news is a shot in the arm for the economy in this part of the island of Ireland. It presents a significant opportunity in a growth sector of international importance. We’re thrilled to welcome this new addition to the Port.” Martin Ford, Senior Vice President, GTT said: “We congratulate the Atlantic Hub team on this latest planning approval that represents another key milestone passed on their journey to developing an industry leading data centre at Foyle Port. The location is perfectly situated to allow easy access to GTT’s global network, which includes GTT Express - the lowest latency transatlantic subsea cable as well as extensive network presence across North America, Ireland, UK and continental Europe.” Paul Clancy, Chief Executive at the Londonderry Chamber of Commerce added: “This will be a transformative project for the economy of the North West in terms of jobs, economic growth and wealth generation. Our congratulations go to the Atlantic Hub team and the leadership at Foyle Port and the Council for making this happen. We are encouraged about the potential this will bring and we will do all we can to help promote such a project that will ultimately attract foreign direct investment the city region.”

Eye on News

Belfast ranked in Top 10 “Tech Cities of the Future” Belfast has been ranked number 9 in the inaugural top 10 “Tech Cities of the Future” which has been compiled by fDi Intelligence and TNW for 2020/2021.

he debut Tech Cities of the Future ranking is focused on finding those European cities with the most promising prospects for start-ups, tech and innovation investment. Andrew Jenkins, Fintech Envoy for Northern Ireland reacts to Belfast being ranked in the inaugural top 10 Tech Cities of the Future. “Confirmation that Belfast has been ranked in the inaugural top 10 “Tech Cities of the Future” for 2021/2021 by fDi Intelligence, one of the world’s premier publication for the business of globalisation is another significant endorsement of the burgeoning tech sector in Belfast and indeed Northern Ireland as a whole. To be ranked above the world leading financial hubs such as Frankfurt and Zurich are testament to this.” “There are many reasons why

Belfast is fast becoming a world beating tech destination and prime investment material. The resiliency, adaptability, and innovation at the heart of the sector here along with the talent on offer is continually noted by those global businesses who have already invested here. Despite the challenges posed by Coronavirus, there is an energy and drive about the sector, and it is important that we harness this energy as we move forward.” “It is important to also recognise the success of our peers in Dublin who have also made the Top 10 list. There is a great relationship between the tech sectors in Dublin and Belfast and recognition of the two cities is indicative of the potential right across the island of Ireland. As we approach the end of the Brexit transition period, we

know that cross-border cooperation will be vital into the future.” “By continuing to work together, we know that we can build on

this success and nurture the skills and talent which will see us remain at the forefront of the tech sector long into the future.”

Jago Strengthens Practice with Directorship Announcement Communications and public relations practice, Jago, has confirmed the appointment of Fiona Hanna to Director.

t comes as Fiona is also shortlisted in the highly competitive Young Communications Professional of the Year in Ireland’s Public Relations Awards for Excellence, coordinated by PRII and PRCA and sponsored by Kantar Media. With more entrants than any previous year, Fiona has reached the final stages of the esteemed awards in Ireland. In addition, Jago’s impactful communications strategy with client Tourism NI has been selected for the campaign category of the prestigious awards. Fiona joined Jago in 2015, in five short years she has progressed her career by delivering impactful campaigns for clients and developing the practice including leading the opening of Jago’s Dublin office in late 2018. As part of her Directorship, Fiona will continue to develop Jago’s operations across Ireland.

With offices in Belfast and Dublin, Jago has experienced significant growth since 2018, growing turnover by over 35 percent. It works across a range of sectors, nationally and internationally, including export-led businesses, from technology to tourism, manufacturing to construction, food & drink and financial services. Founder and Managing Director, Shona Jago-Curtis, commented: “As a committed and passionate PR practitioner, Fiona continues to successfully deliver communications strategies with real impact for our clients. She has been central to the growth of the business, particularly our all-Ireland operations. “The entire Jago team and our clients are also delighted to see Fiona recognised in the Young Communications Professional of the Year in Ireland; which follows the opening of our Dublin office less than two years ago.” Jago is an award-winning practice, recognised in over 50 national and international awards. As businesses in Ireland and the UK continue to adapt to post-COVID recovery, Jago has been advising its clients in a range of areas from internal communications to integrated marketing campaigns.

EyeonManagement

The Only Certainty Is Change How are you developing the creative ability in yourself and your team? The answer will impact the ‘New Normal.’ Cara Macklin, both an Entrepreneur and Coach, combines her hands on business experience gained from her previous role as the Director of the Award Winning Macklin Care Home Group, Malone Lodge Hotel and NI’s first, ‘Lifestyle Care Home’ with her professional coach training. In today’s world of uncertainty, the speed of change, complexities and volatility, Cara believes the ability to think creatively, act courageously and be flexible and adaptable are crucial skills. Cara runs her own business, Cara Macklin Coach, helping other entrepreneurs and businesses strengthen their creative ability, lead their teams differently and achieve powerful change.

n the last 8 weeks, we have all come to realise very quickly the world has turned upside down overnight. The one question I’m getting asked over and over again is, “what do I think will be the biggest impact of this change?” Although I’ve witnessed many new things I believe are here to stay, I think it’s fair to say, no one can predict what our ‘new normal’ in business will look like when we come out of this. One thing I genuinely do believe is that the current environment of the speed of change, uncertainty, complexities and volatility will certainly continue to be the ‘new normal’. You can picture the conversation I had with one leader who said, “Cara who would imagine we’d be glad to have Brexit back as the news headline.” We’re not even out of Brexit yet, and we’re straight into Covid-19. For the first time in business history, the upstairs in organisations are asking the downstairs for help. Leaders have told me they’re frantically learning new ways of working, asking staff to help with their zoom calls to keep in touch with their teams and clients online! The impact of Covid-19 not only impacted on a massive scale, but the speed it happened was so frightening. People were knocked side-ways to the very core of their being both personally and in business. Everyone felt so scared about the health and wellbeing of their loved ones and teams

as well as the future of their business. The first few weeks felt like an adrenaline rush, a roller coaster of emotions trying to quickly solve immediate challenges. Then leaders began worrying about the uncertain future, and what would happen to business in the long term. I’m not sure why, but recently people have been asking me a lot about the first business I started and the last business I opened and what was the most critical lesson I’d learn from these. It made me realise the importance of this lesson during the current times. I started my first business at 15 running buses to local nightclubs. Growing up in the countryside, there was a captive audience of customers wanting to socialise but couldn’t drive. Things were going great for the first few months, then disaster struck. One of the ‘best looking’ girls in my year decided to organise a bus and compete with me. Picture it; word started to spread in the locker areas at break time, whispers among the girls in my year that the boys in the year above were going on her bus. Having already paid the deposit I quickly had to figure out how to get them back. Having contacted the nightclub they said, “Cara as you’re bringing over forty people, we’d be happy to offer everyone a 20% discount.” Brilliant, now I could offer better value, but I had to influence some key people first. I gave away some free tickets to the ‘most popular’ people in my year and the year above, word spread quickly, and I was back on. Nowadays I believe you call them ‘influencers.’ I could have given up and decided to go on the other bus myself. Yet I turned it on its head and developed my ability to be creative and think differently. I’ve seen many entrepreneurs, when they’re backs against the wall, is when they come up with some of their best ideas. We’ve witnessed many examples of this during Covid-19, Gin distillery’s creating alcohol gel, manufacturers making PPE, technology company’s collaborating to develop ventilators. One of the last businesses I created was opening NI’s first Lifestyle Care Home, Milesian Manor. Businesses often ask me about creating this unique concept and how it was achieved. I had an idea that I wanted to create something very

different. I imagined a place where elderly people would want to come and live a fulfilled life. Not only would their medical needs be met, they would be socially stimulated with facilities including a pub, café, cinema, spa bathroom, hairdressers and nail bar. You would see children in the cinema on a Sunday afternoon enjoying their favourite Harry Potter film with grandparents, creating memories that would last forever. In the morning you could hear staff asking residents, would they like to go for afternoon tea in the café or watch the Quiet Man in the cinema. With a phenomenal team around me, I believe it really was a magic place. People believe being creative is some ‘magic gift’ only given to certain people. For me that’s not true, creativity is the ability to think of new ideas or better ways to do things to improve your business. I often hear people say, “I’m not creative, or the ideas always come from the owner or leaders.” I don’t agree. The ability to think creatively and lead your team differently to create new ideas and ways of working is both an art and a science. I’m so lucky in my own business now to work with many entrepreneurs and businesses helping them to think differently, be creative and achieve powerful changes in themselves and their business. The main barrier to creativity and innovation cited by leaders is, “having the

time to think properly.” When I ask the question where your best ideas come from, I hear, “out for a walk, in the bath, falling asleep.” Thomas Eddison, has proven the importance of taking quality time, being silent, slowing the mind and thinking at a different level. This is the first step in the process I use as a coach to strengthen your creative ability and lead your team differently to get new ideas and sustain your business in the future. Although we must think of the immediate impact, it’s also crucial to consider the longer term, creating new ways of doing things which will help our businesses long into the future. Coronavirus has brought so many challenges, but one of the gifts it has given is the time to think. What are you doing during this time to think differently? Our own expertise and experience create one of the biggest challenges to thinking differently. Success to date has come from years of experience doing the same great habits. But, some of these habits and expertise are exactly what will need to be changed to succeed in the ‘new norm.’

To find out more about Cara’s unique method you can contact Hello@caramacklin.com or visit www.caramacklin.com

Eye on News A Lisburn based engineering firm has introduced AI and thermal imaging technology to help companies across Ireland increase detection and protect their workforces during the COVID-19 pandemic.

ntegrated Process Control & Engineering (IPCE) repurposed its technology and as a partner for Hikvision’s thermal and optical bi-spectrum camera range is able to detect symptomatic individuals that currently risk potential infection when working on-site. The technology screens employees for a raised temperature, one of the key symptoms of coronavirus. With advanced detectors and algorithms, temperature screening thermographic cameras are designed to detect elevated skin-surface temperatures, and can be used for rapid and preliminary temperature screening in office buildings, factories, stations, airports and other public places, with accuracy up to ±0.3°C. With a built-in AI algorithm, the system can also measure multiple people from a safe distance enabling fast assessment without personal contact. The Unicorn Group was the first customer to install IPCE’s new technology eight weeks ago across its 266,000 sq. ft. manufacturing and administrative facility situated in Lambeg. The group manufactures interlocking PVC floor tiles, washroom products and medical and recycling bins. Roger Pannell, Managing Director of Unicorn Group commented, ‘We moved to take extra steps in addition to government health and safety guidance to reduce the probability factor of infection rate and reassure our staff to feel more comfortable and confident in the work place. We deployed IPCE’s solution of thermal imaging with the system alerting three team members when a high temperature is recorded on entering the building.

Lisburn Firm Develops New Temperature Detecting Technology Conor Kearney of IPCE with Unicorn’s Roger Pannell

A high temperature is one of the symptoms of Covid-19 and the thermal imaging solution provides one layer of peace of mind to help mitigate the risk to our staff and is helping to keep our business operational during the pandemic.’

has been exceptionally high. Early on in the pandemic, we recognised the significance and benefits of thermal screening technology in major cities across Asia and worked fast to utilise our core competencies as a control systems developer

“Our solutions are highly efficient; taking less than one second to detect temperatures through non-contact measurement which can be achieved from a safe distance.”

Conor Kearney, Managing Director of Integrated Process Control & Engineering (IPCE) said, ‘Since COVID-19 arrived on the island of Ireland demand for technologies that promise to detect symptomatic individuals

can be achieved from a safe distance. If an individual is detected an audible and visual alarm is produced along with an e-mail notification to alert the designated person onsite responsible for screening. Both Heathrow Airport and Portsmouth Port have installed thermal imaging cameras and are leading the way in using this innovative technology to combat the spread of coronavirus.”

to offer the same systems to our customer base in Ireland. ‘Our solutions are highly efficient; taking less than one second to detect temperatures through noncontact measurement which

NI Water: probably the most vital infrastructure. Water is as essential to human activity as air. Every day we process, on average, over 900 million litres of drinking water and wastewater through a vast network of 43,000 km of water and sewer pipes and over 3,100 sites including treatment works and pumping stations. Much of what we do takes place underground or out of sight and as a result most people don’t think about water and wastewater but enabling economic growth, protecting our environment, safeguarding people’s health; every aspect of life and business in Northern Ireland depends on NI Water’s vital infrastructure.

Eye on News

KPMG launches valuable scholarships for students at Queen’s Management School

Business advisory firm KPMG has partnered with Queen’s University Belfast (QUB) to offer financial support and work experience scholarships for students planning to study at Queen’s Management School over the next four years.

he support, which will start with the 2020 intake, includes an annual living allowance of £3,000, two paid summer internships at KPMG, a laptop and a KPMG Business Mentor to provide support throughout the duration of their degree course. To be in with a chance of securing one of the two scholarships on offer for 2020, Northern Ireland students must have a conditional offer of a

course at Queen’s Management School, and achieved a very high standard of A-levels or equivalent or, alternatively, have completed the Pathway Opportunity Programme at QUB. Students must also be able to demonstrate their ambition, career motivation and business acumen. The initiative is open for applications until 30 June 2020, with interviews taking place during August. The scholarship follows

Pictured are last year’s graduate intake to KPMG in Northern Ireland with Partner John Poole, centre, outside the firm’s Soloist Building in Belfast.

on from a number of other partnerships between KPMG and QUB, including the ‘Excel Lab’ aimed at first year accounting students and a financial modelling module designed by KPMG for second-year students. Johnny Hanna, Partner in Charge of KPMG in Northern Ireland, said: “We are delighted to announce the launch of the KPMG Scholarship programme in conjuction with Queen’s University Belfast and in particular to be providing support and career opportunities to talented students in Northern Ireland that may need this to reach their full potential.” Nathalie Trott, Director of Development and Alumni Relations, said: “Queen’s University is delighted to partner with KPMG in this innovative

scholarship programme for Queen’s Management School. The scholarships offer students an exceptional education experience and provides for career advancement. It is a welcomed commitment to ensuring that those who are most able, have the opportunity to participate in a Higher Education.”

Anyone interested in applying for a KPMG scholarship at QUB can find further information at https://home.kpmg/ie/en/ home/insights/2020/04/kpmgscholarship-programme-2020careers.html

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Eye on Motoring

New Mokka Has A Key Role To Play The new Vauxhall Mokka is based on the same platform as the Corsa and Peugeot 208, and features a range of petrol, diesel and electric powertrains.

t’s regarded as a key model for the British company as it aims to take on several fresh rivals in the small SUV market. The Mokka gets a radical new look compared with Vauxhall’s previous baby SUV that carried the Mokka X name. The new model is 125mm shorter than its predecessor, but it has smaller front and rear overhangs, and the wheelbase has actually been extended very slightly – by two millimetres. The overall look of the SUV is quite different from the outgoing Mokka X’s. It’s heavily influenced by the Opel GT X Experimental, a concept that was released back in 2018. It uses much of that car’s front-end treatment, including an ultra-slim LED daytime running light and a more prominent badge in the grille. The new front-end treatment has its own name, too. Called Vauxhall Vizor, it’s set to be adopted on every new Vauxhall for the rest of this decade. The firm’s design boss, Mark Adams, said: “This is what the Vauxhall design of the future will look like. The new Mokka shows athletic proportions combined with precisely structured, flowing surfaces.” The tail is rather more conventional, although a crease leading out from the rear door adds a little bit of muscle on top of the rear wheelarch. The Mokka is another new Vauxhall based on a platform from the brand’s latest owner, Groupe PSA. Called CMP, the chassis

architecture is shared with a host of other products from Peugeot and Citroen, as well as Vauxhall’s own Corsa. CMP’s cleverest trick is that it is able to use a wide variety of powertrains – and that means that the Mokka will be available with a choice of petrol, diesel or pure-electric power. Indeed, the EV version – called Mokka-e – will be among the first

wave of variants to arrive. It’ll be equipped with a 50kWh battery and an electric motor driving the front wheels, with 134bhp and 260Nm of torque. No performance figures have been released, but the claimed range for the model on a single charge is 201 miles; and the car is ready for pretty much all domestic charging standards, as well as DC rapid charging.

Vauxhall hasn’t issued any details of the combustionengined versions, which should be available by the time first deliveries start at the beginning of 2021. But expect a line-up similar to that of the Peugeot 2008, with 1.2-litre turbo petrols in three states of tune – 99bhp, 128bhp and auto-only 153bhp.

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Eye on Motoring

VW Launches New Version Of Executive Class Contender

VW has refreshed its stylish Arteon executive car and, in the process, has expanded the range to include a lowslung Shooting Brake estate, hybrid version and a potent R model.

he German makes is putting more emphasis on the Arteon despite limited sales numbers; the brand sold almost three times as many Passats in the UK in 2019 than its sleeker sibling. But it reckons that expanding the range could swing more business class buyers over to the bigger Volkswagen. The Arteon’s swooping look has been refined, with Elegance and R-Line upper trims gaining different bumper arrangements front and rear. The DRL signature extends beyond the headlights clusters now, almost like an illuminated moustache. New colours include Kingfisher Blue for Elegance models and

Kings Red for R-Line trims. The cockpit has new trim materials for the dashboard including optional real wood veneers, and all models have at least part-leather seats. Tech and details from the Golf 8 feature, too, including a capacitive touchscreen steering wheel and slider touchpads for the aircon controls. It’s, overall, a wholly digitised interior, which adopts the group’s latest modular infotainment matrix (MIB3) via the 9.2-inch touchscreen, and advanced cruise control systems like the brand’s ‘Travel Assist’ tech which can drive at up to 130mph hands-free, under certain circumstances.

And the brand new estate version has also arrived. The slicked back silhouette of this new Shooting Brake estate has a flatter roofline for better rear headroom. The term ‘Shooting Brake’ – in case you wondered has its origins way back in the 1890’s when it was the term for a horse-drawn wagon used to transport shooting parties with their equipment and game. The boot volume – should you have guns, game and Barbour jackets to transport - is 565 litres compared to the hatch’s 563, but with that removed the space grows to 1632 litres (compared to the hatch’s 1557 litres). But if performance is more your bag, there’s also a higher performance R version. Available in VW Performance’s traditional Lapiz Blue, the hot Arteon is available in hatch and Shooting Brake versions, comes with a more aggressive body kit and 19-inch wheels as standard. Under the bonnet is a 2.0-litre

four-cylinder turbo making 316bhp sent to all four wheels via a sevenspeed dual-clutch auto. The Arteon R also introduces a new torque vectoring system splits the shove depending on steering angle, throttle input and g-forces. All of the power can be sent to one single wheel if needed. Much to the joy of VW engineers, there is also a setting that completely deactivates the stability control – a rarity in this computer controlled world. The other big news is the introduction of a 215bhp eHybrid PHEV variant capable of up to 34 miles of zero-emission driving. Two other petrol engines below the R with 187bhp or 277bhp with all-wheel drive are available, as are two diesels – a 148bhp and 197bhp, the latter with all-wheel drive. VW’s new Arteon range will all go on sale at the same time in the autumn of 2020. Prices for the UK market are yet to be announced, but expect the Arteon range to start at around £35,000.

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Being part of the SPAR support network made all the difference During COVID-19 communication was the key when it came to support from the Henderson Group, owners of the SPAR franchise in Northern Ireland. Not only were Henderson’s communicating with their retailers daily, they also kept us informed about all regulations and procedures with weekly information packs. Their communication as a brand for shoppers across NI was unparalleled. Martin Daly, Daly’s Service Station, Dungannon

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Supporting our business customers during coronavirus These are challenging times for business owners. With new rules in play and still a lot of uncertainty out there, it can be difficult to know which way to turn. Here at Danske Bank, we’re currently getting a lot of queries from business owners. Some are the ‘regular’ questions of course, but many more are specific to handling business affairs during coronavirus. So we wanted to reassure you that our business team is here to help you. Visit our website to find out about the range of different measures and support that we’ve put in place to help keep local business going.

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