Business Eye May June 2020 by Buckley Publications

Issue 197 May/June 2020 ÂŁ2.50 Voted best Business Magazine in Ireland 2005 and Magazine of the Year for Northern Ireland

Danske Bank

Front & Centre At The Height Of The Crisis

Features:

Translink - Planning Critical To Crisis Response

Queenâ&#x20AC;&#x2122;s University & Glen Dimplex - Developing Future Leaders

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Contents

May/June 2020 ISSUE 197

6 Translink...Coping With Crisis

30 Belfast On The Comeback Trail

Translink Chief Executive Chris Conway explains how the company adapted to the worst of the Covid19 crisis and is planning a safer public transport network as Northern Ireland returns to work.

News that non-essential retail businesses are being allowed to open is music to the ears of Simon Hamilton, Chief Executive of Belfast Chamber of Trade. He says that Belfast can rise to the challenge, adapt where change is needed and look forward to a bright future.

12 Living With The

36 Inspiring Future Leaders

Coronavirus Threat

Stephen Kelly of Manufacturing NI says that Northern Ireland will have to learn to live with the ongoing threat from coronavirus, adapt accordingly and get the economy up and running again as soon as practically possible.

Nuala McDonald of Glen Dimplex Heating & Ventilation talks about how the company is working with the William J Clinton Institute at Queen’s University on a bespoke programme to help develop future leads from its sites here in Ireland as well as Germany and Norway.

20 Danske Bank – Front &

40 Tourism – From

Danske Bank Chief Executive Kevin Kingston and Corporate & Business Banking chief Shaun McAnee are proud of how the bank’s staff responded to the coronavirus crisis and talk about the bank’s key role going forward.

Gerry Lennon, Chief Executive of Visit Belfast, charts a recovery path for the city’s tourism industry, which was growing rapidly before the coronavirus crisis struck. He reckons that there are plenty of reasons to be optimistic.

24 Barclays Bank – A

44 Hospitality’s Hard Road Ahead

Centre At A Time Of Turmoil

Focus On Relationships

Barclays Bank NI Director Adrian Doran has adapted to working from home as have the bank’s Belfast team. He’s convinced that the banks focus on relationship banking helped it to deliver the right solutions at the right time for its business customers during the crisis.

27 Retail – Change Not Revolution Aodhan Connolly of the NI Retail Consortium says that those who predict the demise of retail as we know it are way off the mark. Retail will adapt, he argues, and the public will continue to want and need the experience of shopping....in real life.

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

Crisis To Recovery

The hospitality here was hit first by the Covid crisis, it was hit hardest and it will take the longest to recover. Those are the facts of life for a sector determined to make a comeback despite the challenges. We talk to Hospitality Ulster’s Colin Neill.

51 New Man In Charge At Radio Group

David Tighe could hardly have picked a more challenging time to take over the Managing Director’s office at Bauer Media’s Northern Ireland operation, which comprises Cool FM, Downtown Radio and its sister station Downtown Country.

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

Back in later April, when we started planning this edition of Business Eye, deciding on Recovery & Rebuilding as a theme seemed almost foolishly optimistic.

Comment

“The spirit, the raw determination, the optimism and there’s no other way to say it, the balls of the business community here is what will bring it through this crisis.”

e were, after all, in full lockdown mode and little seemed likely to change in the coming weeks. Whilst the government, both here and in London & Dublin, might prefer that we don’t get too excited, there’s a sense that we’re firmly on our way out of this nightmare. Second waves, of course, could still happen but surely it’s best to look on the bright side and to move in a positive direction. Whilst lockdown was enforced nationally (in UK terms, that is), the release from lockdown has been marked by very distinct regional variations. It certainly appeared to be the case that the devolved governments suddenly realised that they could make the calls, and adapted to their new roles with gusto. So, at the time of writing, Scotland is at the very start of its release journey while we’re a bit further on and England is a bit further on again. In these pages and online, we’ve been critical of the Northern Ireland Executive for its handling of the crisis. A lot of us, let’s face it, have been critical. But something a leading local business leader said to us during a recent interview resonated. Our politicians, he said, only came back to government in January and had barely settled into their new Executive roles when coronavirus came calling. It’s been the toughest of stations. They’ve been a bit too cautious for the liking of some in business, but they’ve done a fairly remarkable job in the circumstances. And those circumstances, let’s be clear, have been like none they could reasonably expect to have to deal with. Evidence from business organisations around here also suggests the Executive has been listening to them, something that definitely hasn’t always been the case. The recent Sky News interview with the First & Deputy First Minister was fascinating

Richard Buckley EDITOR Irish Magazine Editor of the Year 2005

and revealing in equal measure. It showed something of a bond between the two ladies who’ve been charged with leading devolved government in the most difficult of times. And it showed – perhaps most importantly – that our two biggest parties can and do work together. Coronavirus won’t be with us forever. In the best possible scenario, it could start to wane by itself. Or a vaccine can and will come along. But devolved government will be with us, and the status quo of the parties is unlikely to change that much going forward. So the very fact that our politicians have shown that they can work together in extreme circumstances bodes well for the future. The concentration now must be on rebuilding a local economy shattered by coronavirus. Retail will be allowed to open soon in the latest step forward, the stay at home message quietly fade away and we’ll continue towards the summer re-opening of our hospitality and tourism industry. That’s a sector which, as Colin Neill from Hospitality Ulster explains in the pages that follow, faces some unique and considerable challenges around building a future to include social distancing. Yet there’s a real confidence in the industry that it can and it will adapt. The spirit, the raw determination, the optimism and there’s no other way to say it, the balls of the business community here is what will bring it through this crisis. Whether we really are staring into a new and changed future, or whether we end up back how we used to do things, is up for debate. But we’ll drink, we’ll eat, we’ll holiday and we’ll meet within weeks and months. Coronavirus might never be a distant memory. But it will be a memory nonetheless. And business, as we know it, will survive and prosper again.

Exceptional times call for exceptional people. In our 140 year history, we’ve never been more united in what we do for our communities. Because right now the work our people are doing, has never mattered so much to so many. In every store, in every town, our retailers and teams are working tirelessly. Some of them you’ll meet in our stores, but many more go unseen - in our warehouses and on the road making deliveries – they are exceptional people in exceptional times. So thank you to everyone working in stores and across the Musgrave team. Thank you to everyone who shops with us for your support and patience. For as long as this lasts you can count on Musgrave, our retailers and all of our team to be there for you.

#TogetherWeAreStronger

Eye on Economics

Bank Of England Supporting The UK Economy The Bank of England’s role is to maintain UK monetary and financial stability by keeping inflation sustainably low and ensuring that the financial system can serve the people of the UK in bad times as well as good.

o achieve these aims through the Covid-19 crisis, we have put in place a package of measures to support jobs and growth, help the economy recover, and keep the financial system safe. We have cut Bank Rate from 0.75% to 0.10%, so that businesses and households can borrow more cheaply. We have introduced a new bank funding scheme (the TFSME), giving banks incentives to pass the Bank Rate cut on to their customers and keep on lending to small- and medium-sized businesses.

“We are injecting £200 billion of new money into the economy via quantitative easing which should help boost spending by households and investment by businesses.” We have also reduced the amount of their own financial resources, or capital, that banks need to hold when they make loans. And we are injecting £200 billion of new money into the economy via quantitative easing, or QE, which should help boost spending by households and investment by businesses. But despite the support provided by the Bank and the Government, the impact of Covid-19 is likely to be a reduction in jobs and growth in the UK. In the latest Monetary Policy Report, the Bank’s Monetary Policy Committee (MPC) set out one plausible scenario to illustrate how the UK economy could evolve from here.

It is likely that UK economic activity will fall dramatically in the current quarter of the year, and unemployment is likely to rise rapidly. How the economy recovers from that point will depend on how the pandemic develops and how governments, central banks, businesses, and households respond. In the MPC’s illustrative scenario, which is based on a number of crucial assumptions, economic activity picks up as social distancing measures are lifted gradually in the UK and the rest of the world through the summer and autumn. Because the MPC assume that households and businesses remain cautious about their spending, even after the social distancing measures are fully lifted, the economy does not get back to where it was until around the second half of 2021. That recovery is supported by measures taken by the Bank and the Government. And it is supported by the UK banking system, which is in a very strong position, unlike at the time of the global financial crisis. In the interim Financial Stability Report, which was published alongside the Monetary Policy Report, the Bank’s Financial Policy Committee gave the results of a stress test based on the MPC’s scenario. The test showed that major UK banks and building societies have, as a result of the reforms brought in following the global financial crisis, plenty of capacity to absorb the losses it’s estimated they would make. It is important that banks use this strength to support the economy by expanding lending to businesses to avoid long-term economic damage. The TFSME and the Government’s loan-guarantee schemes will help them do so. There are many possible scenarios for how the economy evolves. Depending on the development of the pandemic, the Government may lift socialdistancing measures more quickly or more slowly than the MPC’s scenario assumes. It may take longer than assumed for UK households’ and businesses’ caution to lessen.

Frances Hill.

Distancing measures may be lifted at a different pace in the rest of the world, affecting the demand for UK businesses’ exports of goods and services. ‘Scarring effects’ from the pandemic may affect the capacity of the economy to recover lost ground. For example, some businesses may no longer be viable, if spending patterns change permanently as a result of the virus. We will continue to monitor the economic and financial situation closely. The intelligence I and my fellow Agents gather from businesses in Northern Ireland and across the UK will help the Bank to understand how the economy is evolving. Whatever happens, the Bank will take the actions necessary to support the recovery, ensure inflation returns to target, and maintain the stability of the financial system.

Frances Hill is Agent for Northern Ireland. @BoENIreland

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Eye on Transport

Chris Conway & Translink... Day To Day Planning Critical To Crisis Response

The view from Chris Conway’s third floor office window on Great Victoria Street has changed a bit since the middle of March. The bustling city centre turned into something of a wasteland almost overnight but now, very gradually, life is starting to return.

onstruction has re-started across the road at Translink’s huge Transport Hub project on the Europa Bus Centre/Great Victoria Street station site, and a few more passengers are starting to use Translink’s buses and trains. “Everything changed so fast,” says Translink’s Chief Executive, looking back to the dark and uncertain days of the St. Patrick’s Day week. “By the end of the

working week, we had most of our management and admin staff working from home. We started to reduce services on road and rail and we brought in measures to protect our staff and passengers – daily disinfecting cleans of all vehicles, hand sanitiser, perspex screens and PPE for drivers and conductors.” In fact, Translink has had three different service changes to manage for its 4000 staff, 1400

buses and 45 trains since the crisis began, reducing down to what was effectively a Sunday timetable and now starting to go back in the other direction. But even the pared-down service was a challenge for the company. “At the start of the crisis, between those self-isolating and those shielding, we had between 500 and 600 staff away from work. That made operating any kind of a service difficult,” says Chris Conway. “It was a frantic and difficult time for a couple of weeks. At the low point, our passenger numbers were down by 90%. That’s a huge impact.” He’s proud of the fact that, through it all, Translink has stayed

connected to the community that it serves. Not only has the majority of its drivers remained at the wheel and continued to connect with passengers in the most

Eye on Transport

effective way possible, but the organisation has done its bit too. Translink adopted the Rainbow theme as a clear message of hope and re-painted a number of buses and trains in a striking Rainbow colour scheme. “We also stepped in to help the NHS and key workers while our own services were curtailed, providing transport to and from hospitals and between hospitals as well as helping the NI Blood Transfusion Service.” The past number of weeks have, increasingly, been about recovery and ramping up the service once again, but in the safest way possible for both Translink personnel and their passengers. “We’ve made a lot of changes in our main stations, widening passenger walkways as much as possible, installing social distancing signage, providing hand sanitisers. And we’ve introduced social distancing measures on board all

of our vehicles at the same time as well as encouraging contactless payment,” he says. Translink has also recommended that passengers should wear face coverings while travelling on public transport, but it’s not a compulsory measure. In common with a lot of other organisations, it’s likely that Translink will keep a fair proportion of its admin and management staff working remote for some time to come. “Like a lot of others, I suspect, we’ve got used to this way of working and it’s very effective. So we’ll not be rushing to change things back to the way they used to be. It’s important that everyone is reassured and happy before we do anything.” Day to day management and monitoring, he says, have been key to maintaining Translink’s huge network. “We look at every route every day and we make changes as they’re needed. If a route starts to

get a bit busier, for example, we’ll add capacity to make sure that vehicles don’t get too busy and make social distancing difficult.” But, while passenger numbers are very slowly growing, the emphasis is on the ‘slowly’. Chris Conway reckons that Translink, across the board, is likely to be operating at anywhere between 20% and 30% capacity until the autumn. The Translink CEO also sees the opportunity for some real strategic thinking. “We’d like to take the opportunity to look to the future. Our commitment to renewable energy sources is well documented

and we’ll push forward our plans for introduce more zero emission buses, for example. “I think we will see wider changes in Northern Ireland. This situation gives us the opportunity to work towards a new integrated transport future, one that combines environmentally friendly public transport with more cycle routes, even car sharing,” he says. Like others, he welcomes Infrastructure Minister Nichola Mallon’s recent announcement on the pedestrianisation of part of Belfast’s Cathedral Quarter. As things stand. Translink’s future and its very survival depend on public sector funding. Passenger revenue has dropped off to a small fraction of where it was. And social distancing means that it could be a long time before any serious revenue can be generated. So the Westminster Government’s £1.6 billion bail out for Transport For London will have to be mirrored here, to scale of course. “It’s a fact of life that public transport has to be treated in the same way that health and education are treated,” says Chris Conway. “But I think that is something that government has already accepted.”

Eye on Opinion

We Should Develop Our Own Supply Chains And Become More Self-Reliant the manufacture of PPE. Others have offered to do the same. The relatively small Northern Ireland manufacturing base is willing to do its bit to better prepare the NHS and, by extension, the Northern Ireland Executive, for a possible second or, indeed, third wave of Covid-19. The central point here is that Northern Ireland should not be found napping if and when we are assailed again

Coronavirus has delivered a ‘new normal’ that will utterly transform the way we do business and live our lives.

conomic recovery will be at different speeds. Some sectors will take the F1 route and bounce back relatively quickly; others, such as hospitality and tourism, will be pedestrian and many will have no alternative but to write off 2020 as a year of economic meltdown. One facet that has become such a pronounced characteristic of this pandemic is our reliance on global supply chains for essential Personal Protective Equipment (PPE) such as gowns, face masks and visors. We have heard conflicting accounts on the amounts of equipment available to our selfless NHS frontline staff.

Chartered aircraft have been sent to China and Turkey to return with stocks of PPE. Nations in a similar fix have been in a bidding war for scarce supplies. At one level, this exposes Northern Ireland, and the wider UK economy, to outside forces over which we have little control. For me, this has been a big wake-up call. It is imprudent, unwise and dangerous to have to rely on producers of PPE in China and elsewhere. It’s time to look to what we ourselves can do relatively quickly to tackle this unsatisfactory state of affairs. Some Northern Ireland manufacturers have responded impressively and turned over production lines to accommodate

“All that is standing in the way of resourceful and innovative Northern Ireland firms is a civil serviceled, box-ticking mentality where it’s more important to satisfy slow-motion support for industry for fear of running foul of the Northern Ireland Audit Office.”

by Novel Coronavirus. We have been disappointed and let down by overseas manufacturers, and now it is time to look to our own ability to meet demand. Removing the uncertainty and the blatant profiteering that we have seen for essential kit has to be the motivation. To become self-reliant, we have to look at fast-tracking existing and new companies capable of responding quickly and either adapting or installing new machine lines to meet the challenge. Thousands of face masks have arrived from overseas but were deemed inferior – next to useless in many cases - which resulted in delays in

By Alan Dunlop

getting approved supplies to frontline ‘blue light’ services. Even if the price of a Northern Ireland-made gown or face mask is more than what it costs to import from China, it is still a better plan. Sourcing at home builds resilience, boosts business and creates jobs. All that is standing in the way of resourceful and innovative Northern Ireland firms is a civil service-led, box-ticking mentality where it’s more important to satisfy slow-motion support for industry for fear of running foul of the Northern Ireland Audit Office. The ‘watchdog’ office works well in retrospective exercises – where and how money was spent and wasted. It really doesn’t understand the meaning of business innovation, responsiveness, risk-taking and adaptability. Did the Audit Office blow the whistle at an early stage in the ‘cash for ash’ scandal? The Department of the Economy ought to take the lead in any fasttracked recovery plan. The mentality at Massey Avenue has to do a full 360-degree turnaround in its approach and thinking. Coronavirus is a damnable threat to our entire community, but it also represents opportunity and the ability to rediscover those attributes that once made a Northern Ireland manufacturing giant. In short, the Department and its Invest NI agency need to take courage in their hands and throw fear to the margins. They need to support companies that are steering a different course to the one they were on in February, and they have to listen to businesses that have good ideas but are in need of practical support. If two or three out of ten flourish and come through to thrive and expand, won’t the risk have been worth it all? Only then, will we really be able to say that we are overhauling the business model to truly value entrepreneurship and the only people who can transform the Northern Ireland economy.

Eye on Communications

Home working: Your new battle plan for growth Stuart Carson, Sales & Marketing Director at Rainbow Communications says now is the time to really accelerate your business plans by overhauling how you work for the better.

f you’re reading this special recovery edition of Business Eye online, then there’s a fairly big chance that you’re doing it from home, your garden, or even seated parked in your car. Though the Covid-19 crisis has brought huge upheaval and havoc, it has taught businesses of all sizes in Northern Ireland about the importance of resilience and business continuity planning – and there’s every sign that companies have risen to this challenge remarkably well. This ‘new normal’ looks set to remain for most of us for some time yet, but as many companies are already preparing for a mass repatriation back to our offices and places of work when the time is right, most forward-thinking business are already looking to ensure that the tech skills and benefits gained over the last two months will continue in their battle plan ahead. Home working has taught us plenty, and it’s making us better employees. Flexible, more productive and even more engaging, many staff are reporting greater productivity, they are better organised, and they are often much more regularly in touch with colleagues and clients. With all this experience under our belts, it’s easy to see why remote working may well be a permanent fixture of our future working lives. Many self-motivated managers will often advocate: Work is something you do, not somewhere you go. And it’s an important lesson as we navigate the recovery ahead. No matter where we are, your employees should be trusted and enabled to do the best work they can. But they still need the tools to make that happen. Though you might not think it, despite your worst fears, you’ve probably already mastered Microsoft Teams. However, as you look to further recovery and prioritise your business aims with new focus and innovation, it’s worth looking at how you can better integrate this incredible asset into your plans so that you are even more flexible, more resilient and more innovative than ever before. Now that you know how it works, Microsoft Teams has the potential to transform your business for even greater benefit and in an easy, cost-efficient way.

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

With the clock already ticking on the planned removal of old PSTN lines and its ISDN line counterpart, Microsoft Teams can easily replace your entire business phone system with a managed cloud service, enabling seamless, secure connectivity – and all while gleaning the benefits of Microsoft Office 365. By integrating Microsoft Teams into a cloud-based telephony system – either over the internet or connected via a SIP trunk to a PSTN line – your options become even greater, broadening the number of locations you can work from and the number of devices you can utilize in your working day. Delivering seamless continuity – even when switching location or device – it can incorporate multiple functions, uses and apps for powerful cross-functional team working in a secure, reliable environment using the best quality tools available. Ideal for companies with just a handful of employees to larger firms with 250 or more, it’s a solution which can boost customer service and efficiency levels, save time and money and

help in retaining employees now used to the flexibility which Microsoft Teams can bring. This managed solution means you can also add calling plans that fits your own business needs, and everything is logged and accounted for. Unlike many other parts of the UK and Ireland, Northern Ireland scores well when it comes to access to high quality broadband and we are well equipped to ensure we can capture its benefits for business growth and innovation. With most clients now increasingly techsavvy too and used to this new way of working, isn’t this the right time to ensure that your telecoms system is up to the challenge to capture the opportunities ahead? In a headline article this month, Forbes magazine said ‘the new normal isn’t remote work. It’s better,” concluding that ‘We’ll be able to focus much less on where we’re working, and instead celebrate the immense contributions that we’re making to our companies and industries.” Let the battle begin.

Eye on Manufacturing

Northern Ireland Economy Has To Get Back To Work Stephen Kelly, Chief Executive of Manufacturing NI, says that just as the lockdown intervention was required to fight the pandemic, the focus now must be on getting people back to work and the economy up to speed.

t has, without doubt, been the most horrendous couple of months. Many lives have been lost including in my own family. The vast majority of us have behaved responsibly, locking ourselves away, washing our hands until they hurt and keeping our distance including from family and friends and those we love the most. It has been painful and at times cruel. The cost of the Covid-19 virus will be felt in homes and communities for some considerable time. Those costs are not only physical and emotional, but also economic. And it is here that the full cost of the past couple of months will be felt in the months and years ahead. Businesses and the jobs that depend on them will also be lost with the consequences of that impacting every household but just like with any illness, the sooner that it is diagnosed

and the quicker that treatment is applied, the better the outcome. The diagnosis is clear, a third of the workforce is on furlough as a replacement for redundancy (for now, not for ever) and the Chancellor and the NI Executive have administered a huge amount of emergency aid. Hopefully the powers that be are considering the lessons from the past couple of months, not just about how this virus interacts with our community, who is at risk and how to protect them but also their own response to it. For us, there are some important lessons which will help us ensure people can continue or once again enjoy the dignity of work. First, it’s probably reasonable to say few would have thought that the NI Executive would nor indeed could have acted as quickly as they did with their interventions. They did show leadership and got stuff

done. It is important that they take confidence from this and now move us on. Now they need to rapidly activate a safe resuscitation plan and begin to recovery process. Take this new found confidence and speed in to decision making on planning and investments, on education and skills development, on creating the conditions to make us one of the most competitive regions in the world. It must also include working to get the whole of our public services safely back to work. For instance, many are living in sub-standard accommodation yet our building products sector still waits on the Housing Executive calling for new windows, doors and kitchens. Clearly the community, our economy needed the lockdown shock to suddenly shift behaviour. It was absolutely right to fundamentally alter economic life, quickly and temporarily. Now we need the same sudden and brave interventions to get people back in to work. Secondly, we have allowed our own security of supply for critical front line resources to move from our shores. Yes, some 600 manufacturers repurposed to meet an emergency need. But that was for that moment in time. The NHS and others public sector buyers must focus on resilience and not just price. Knowing that the goods will be there when called upon needs to be part of any future pandemic planning. Giving commitments to our manufacturers on order quantities, more fulsome financial support for large capital investments in machining and a deeper understanding and relationship between the buyer and the producer is required. The NI Executive can and should

be the biggest customer of our local producers. The Executive can’t continue to offer hand-outs but using their spending as a strategic economic intervention will be a great hand up which can help our recovery. The value add from supporting a local supply chain would be hugely significant. Finally, something for the sector itself. We have willingly come together in a time of need. Sharing and collaboration has replaced suspicion and control. Manufacturers everywhere have come together to work together to meet a common need. They have shared contacts, supplies, ideas and staff. We should take this collegiate spirit to pull ourselves back up again. Celebrate our successes and share our best ideas. Working together, everyone can win. We just simply can’t wait this out until a vaccine is found. This virus is not going to disappear in three weeks’ or three months’ time and the longer we are locked down, the greater the risk of terminal damage being done to the jobs we need to sustain healthy families and communities. People need not lose their lives with Covid if we are all learn to safely live with it including putting the necessary protections in place. That needs to be part of the plan for our recuperation.

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Eye on Management

COVID-19 and Company Directors What can Company Directors do to protect themselves? By Ian Finnegan, Director & Insolvency Practitioner, ASM Newry

There is no doubt that the rapid onset of the COVID-19 pandemic has sent a shockwave through all aspects of life, and business has not and will not escape.

espite the array of Government supports that have been made available there will be casualties but what does that mean for Company Directors? On 28th March 2020 Alok Sharma, the UK Business Secretary, announced proposed amendments to Insolvency Legislation to help businesses and their stakeholders. One proposed amendment specifically of relevance to Company Directors was the suspension of the â&#x20AC;&#x153;Wrongful Tradingâ&#x20AC;? provisions. At the time of writing the proposed changes have not been legislated for and crucially they will not by default automatically apply in Northern Ireland. In Northern Ireland â&#x20AC;&#x153;Wrongful Tradingâ&#x20AC;? is contained in Article 178 of The Insolvency (Northern Ireland) Order 1989. It provides for Company Directors being potentially personally liable in the event of Liquidation when that Director â&#x20AC;&#x153;knew or ought to have concluded that there was no reasonable prospect that the company would avoid going into insolvent liquidationâ&#x20AC;?. It refers to the steps that were or should be taken by someone with the reasonable knowledge, expertise and skill that someone in that position would have. Importantly it provides for the safeguard that on reaching the

above conclusion the Company Director took â&#x20AC;&#x153;every step with a view to minimising the potential loss to the companyâ&#x20AC;&#x2122;s creditors asâ&#x20AC;Śâ&#x20AC;Ś he ought to have takenâ&#x20AC;?. These are all words of Lawyers and Courts but what do they actually mean in the business world and what can be done as a â&#x20AC;&#x153;safeguardâ&#x20AC;?? The key is taking steps to minimise losses to creditors. In some respects, it could be compared to the Governmentâ&#x20AC;&#x2122;s response to the Health crisis.

t Be aware of the threats; Know your resources; Protect those resources; Have up-to-date information, and; Constantly review your position.

Examples of practical actions to consider which are neither prescriptive nor exhaustive are:

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any decisions made and the reasons behind these decisions are recorded; &OTVSF VQ UP EBUF GJOBODJBM information is available to BMM EJSFDUPST SFHVMBSMZ F H CVEHFUT DBTIGMPXT FUD &OTVSF UIF DBQJUBM SFTPVSDFT of the company are clearly known internally, monitored and maximised; 1SPUFDU TVQQMZ DIBJOT BOE TUBGG SFTPVSDFT FOTVSJOH DPOUJOHFODZ QMBOT BSF JO QMBDF "WBJM PG BOZ (PWFSONFOU supports available to the company; .POJUPS MJBCJMJUJFT BOE demands for payments and ensure the position PG DSFEJUPST JT OPU CFJOH prejudiced by your actions; $PNNVOJDBUF XJUI TVQQMJFST and creditors to keep them informed of the companyâ&#x20AC;&#x2122;s position and make BHSFFNFOUT BT SFRVJSFE

t 3FWJFX GJOBODF GBDJMJUJFT JO QBSUJDVMBS SFHBSEJOH covenants. If a breach is MJLFMZ FOHBHF FBSMZ XJUI UIF lender to seek a resolution; t 3FWJFX BOZ 0GGJDFS -JBCJMJUZ Insurance cover in place; t 3FNBJO BMFSU BOE BDU responsibly in relation to their fiduciary duties. When the Company Directors become concerned about the financial viability of the business or if they conclude it is actually in financial difficulty, obtain professional advice. Do so quickly and act on the advice given. Not acting on advice received could be more detrimental than not obtaining advice at all!!!

The above is not to be construed as specific advice and each individual circumstance may require a different approach. Professional advice should be obtained.

Eye on News

Lisa McLaughlin Appointed Partner At Herbert Smith Freehills Lisa McLaughlin has been appointed as a Partner at Herbert Smith Freehills.

he was previously Director – UK & EMEA and Global Solutions for the firm’s Alternative Legal Services (ALT) practice and will be the firm’s first Belfast-based Partner. Lisa originally joined the firm in London in 2003 as a Trainee, before qualifying into the International Arbitration group – as part of which she acted on a number of complex, high-value arbitration matters, as well as commercial litigation and expert determination disputes.

In 2011, Lisa was integrally involved with the launch of the firm’s office in Belfast – as the first near-shore offering of any major international law firm, and the first of its ALT hubs. As the ALT practice has grown and evolved, Lisa’s role has expanded to assume responsibility for leading ALT’s teams across Belfast, London and Johannesburg. Indeed, Lisa was responsible for the launch of ALT’s market-leading team in Johannesburg in 2017. She also spearheads the practice’s global Client Solutions effort – which seeks to drive growth in ALT’s revenue generation through the optimisation of ALT’s products and services to better address its clients’ challenges. In her role as Partner, Lisa will

continue to lead ALT’s teams in UK & EMEA, and to strategically direct the work of the global Client Solutions team. In 2019, Lisa was named International Director of the Year

at the Institute of Directors NI ‘Director of the Year’ Awards, and was subsequently ‘Highly Commended’ in the same category at the national UK-wide Awards.

Eye on Business Planning

Resilience, Rebuilding and the R Number By Brian Murphy, Managing Partner, BDO Northern Ireland

If a week is a long time in politics, the last five months have been several lifetimes for business. Prior to the Covid-19 pandemic the NI business community was starting to display encouraging levels of confidence in its prospects for 2020. Considering this was against the backdrop of significant challenges, namely Brexit and the three-year political impasse, this was important progress.

t the end of 2019, within services and manufacturing sectors in particular, around 3 in 5 (57%) believed their business would grow and 1 in 10 expected their business to grow strongly in 2020. Fast forward just five months and many of these businesses have been forced to temporarily close, unsure of their long-term economic future. Businesses are now dealing with a new uncertainty, and what is quickly becoming the new norm. How they respond will determine how they recover and eventually

rebuild in what will be a very new economic landscape. Covid-19 has hit hard, with hospitality all but closed and manufacturing and services struggling to maintain operations and employment during this lockdown phase. The most recent NI Chamber and BDO NI ‘Covid-19 Business Impact Tracker’ (April 2020) showed the immediate and significant fall in revenue for many businesses, with 3 in 4 reporting a serious decline in sales/income over a very short time frame. When compared to the week

commencing 23 March 2020, 75% of businesses saw a significant decrease in revenue from UK customers. Cash reserves have been severely affected with many businesses operating with less than 3 months’ cash reserves left. Working in partnership with NI Hotels Federation and Hospitality Ulster, BDO NI developed a 12-point plan aimed at supporting the hospitality sector on its road to recovery. The hospitality industry, with an annual turnover of c£2bn and sustaining c65,000 jobs is a significant

“As we move through the five stage process of the NI Executives’ plan, more and more commercial buildings will start to reopen and with this there will be a need to re-evaluate requirements.”

Eye on Business Planning economic sector in its own right. Due to the severity of the crisis, this sector in particular has struggled to respond. The potential for business closures and job losses is significant. Risk analysis suggests that up to 2 in 5 restaurants, 1 in 4 hotels and 1 in 7 pubs/bars are at risk of closure. The economic impact associated with this risk is substantial for the sector and includes the potential loss of up to 440 businesses, 15,800 jobs and 32% of the sectorâ&#x20AC;&#x2122;s contribution to wages â&#x20AC;&#x201C; ÂŁ158m per annum.

â&#x20AC;&#x153;The potential for business closures and job losses is significant. Risk analysis suggests that up to 2 in 5 restaurants, 1 in 4 hotels and 1 in 7 pubs/bars are at risk of closure.â&#x20AC;?

There is no doubt that the challenges facing the business community and the public in general are serious. Against this though, the response from Government, business owners and stakeholders has been nothing short of remarkable. Government has put in place unprecedented financial assistance packages to help businesses deal with the immediate impact of the crisis and it has now moved its focus towards recovery. After the initial shock of the lockdown and its consequences on the ground, business owners have begun to show innovation and a real determination to create a new normal within which to operate. This goal now requires proactive action by business owners in order to make it a reality. It is therefore vital for businesses to plan for their recovery and this must start now. At the same time the priority for us all must be the safety and welfare of our colleagues and customers and we must maintain a focus on minimising the â&#x20AC;&#x2DC;R numberâ&#x20AC;&#x2122;. BDO NI has been working to identify the key aspects of the pathway that will enable businesses to build resilience and realise success in the post Covid-19 economy. We have adopted a four stage process aimed at identifying and managing key business priorities that will allow companies to plan for long term sustainability - React, Resilience, Recover and Realise. From the outset of this pandemic,

businesses have been reacting to the evolving situation, working to safeguard their operations. Many have availed of the business support schemes provided by the NI Executive and UK Government, which have provided some level of security to operations, employees and supply chains. The uptake of the Furlough Scheme has been significant across all industries in NI, alongside a number of rating measures introduced to help businesses. Following on from initial safeguarding measures, it is critical for companies to consider a range of areas in anticipation of the pandemic abating, areas that will boost their resilience and their recovery. Addressing these will allow businesses to operate, at least in some form, during the ongoing lockdown measures. In doing so they will build the resilience that will be so important to return to at least a degree of their prepandemic activity / service provision. Many businesses in NI have continued to operate on site and within their premises, most of which have been deemed essential services. They have taken considerable measures to ensure they comply with government regulations on social distancing, protecting employees and their operations. As we move through the five stage process of the NI Executivesâ&#x20AC;&#x2122; plan, more and more commercial buildings will start to reopen and with this there will be a need to re-evaluate requirements. Like any crisis, it is almost impossible to predict when it is likely to dissipate, but for many businesses, considering a range of scenarios will assist in key decisions, particularly cash flow and financial projections. A considerable number of businesses have closed and are being preserved with a view to reopening in the future, but this will inevitably be driven by; t )FBMUI 4BGFUZ VOEFS $07*% 19 social distancing; t 3FCVJMEJOH DPOTVNFS DPOGJEFODF BOE t 5IF DPNNFSDJBM WJBCJMJUZ of a return to trading. With the NI Executivesâ&#x20AC;&#x2122; five stage plan for easing the Covid-19 lockdown announced, albeit with no set timeframes, it has provided businesses with a focus to allow them to consider next steps. Step 1 of the NI Executivesâ&#x20AC;&#x2122; Road to Recovery will encourage those unable

to work from home to return to their workplace on a phased basis, subject to legal requirements and best practice arrangements. It is important that businesses consider what these requirements are in terms of their operations and employee needs and ensure they are put in place before employees return to work. Whilst communication with customers is always key, we anticipate the need for communication will be even stronger as we emerge from the crisis. Developing a suitable communication strategy to inform customers of your Return to Work is imperative. As part of this process it will be important to undertake a review of your marketplace and whether the demand within it has changed as a result of the pandemic. Businesses need to be in a position to accommodate significant shifts in market behaviour and if possible, alter their product / service offering to meet the demand. The restrictions placed on businesses all over the world means that supply chains will inevitably be disrupted and this needs to be part of your review process. Working in partnership with Government, other industries and stakeholders, will allow businesses to access up to date information and better understand the requirements as we move through the steps to reopening and rebuilding. Despite the unprecedented nature of this crisis, our business community has continued to demonstrate its resilience. If it is to succeed in its recovery and rebuilding in a post Covid-19 economy, ongoing engagement, partnership working, and stakeholder support will be critical.

Brian and the BDO team are here to help you and your business through this uncertain time. BDO NI have a dedicated Covid-19 Hub at www.bdoni.com/en-gb/ services/managing-the-impactof-covid-19/covid-19-hub. Here you can find information regarding BDOâ&#x20AC;&#x2122;s 5 point plan, the financial forecast model and general business information and advice for managing the impacts of Covid-19.

Eye on Property

Residential Property Market Set For Healthy Growth Says James Hagan, Chair and Founder, Hagan Homes (www.haganhomes.co.uk)

As the coronavirus pandemic presses the pause button on all business sectors, there’s a question at the forefront of many people’s minds; what is the future of the property market?

t’s a concern for virtually all of us, whether we are first time buyers, movers or sellers and it’s an anxiety that has its roots embedded in the property crash of 2007. We, at Hagan Homes, don’t share concerns that house prices will fall as a result of the Covid-19 pandemic as they did over 10 years ago. We don’t foresee a lack of demand or a standstill in activity either. Demand is there for new homes. In fact, there is a shortage of new homes for first time buyers all over Northern Ireland and more so the closer you get to Belfast. To gauge that demand, even in the midst of a pandemic, we look at our own activity. Hagan Homes has 25 new properties across Northern Ireland to hand over between now and the end of June. These were, in the majority, confirmed

pre Covid-19. Only four of those homebuyers have had to pull out – two because of reasons unrelated to the pandemic and a further two because of financial restraints due to furloughing. That means 21 out of 25 of our buyers will still complete, which is very encouraging. Looking further ahead, over the summer months, our phase two will see us hand over 40 homes between July and September and to date just one of those buyers has had to withdraw. It’s a promising sign that is further supported by recent activity in England when show homes reopened last week and a surge in visits to a property portal was evident, by 45%. The lockdown imposed on March 23 left 450,000 buyers and renters stranded mid-transaction, unable to push on with moves worth an estimated £80 billion but for us, the pandemic has simply pressed pause, not reset and that activity will resume when lockdown measures are eased. One of the biggest challenges for

us right now is the accessibility of mortgages. The banks/mortgage lenders have pulled back and now demanding 20% deposit due to the Covid 19 pandemic and uncertainty. They are showing concerns about house prices falling but it’s not a sentiment we in the housebuilding sector share. In Northern Ireland the average three-bedroom house is approximately £130,000 and according to government statistics, the average house price in Northern Ireland peaks at just under £157,000 in the North Down and Ards area. It is much more cost effective to buy a local home in this price range than to rent. These market prices are relatively good value in comparison to other parts to the UK and we anticipate these statistics to remain stable with modest but solid growth but never at the inflated rates as seen prior to the property crash. House prices since the recession have risen approximately three to five percent each year and as a homebuilder people ask me if I would like them to rise

to 10 or 15% percent annually but that is not a rate I’m keen to see. That level of growth prices people out of the market so it’s important that we remain stable and that’s where I see the market going as we resume the new normal after this pandemic. An urgent challenge for home builders when it comes to business resumption is the reluctance for third party professionals including building control and Land Registry to inspect properties. We have implemented safe social distancing measures on site to support their return and hope that will be soon. I think the overriding sentiment among buyers during this pandemic is the importance of a good home and for us that’s what homebuilding has always been about, creating a home for the Northern Ireland community where they can feel safe and build memories. Looking to the future we see demand increasing gradually with prices rising slowly but within three months of lockdown ending I foresee healthy growth

NB: Your reputation is as important today as it was yesterday and will be tomorrow. For advice on strategically communicating your way through this crisis and considering future marketing for your business, contact: Nicola Bothwell nicola@nbcharteredcommunications.com

Eye on Cover Story

Danske Bank Front & Centre At The Height Of The Crisis Few of us will forget that working week back in March running up to the closure of restaurants and bars on Friday, 20th, and Boris Johnson’s lockdown announcement the following Monday evening.

evin Kingston and Shaun McAnee certainly won’t. Danske Bank’s Chief Executive and its Managing Director of Corporate & Business Banking had to oversee the bank’s transformation into a crisis funder and lifeline for its business customers within a remarkably short period of time. And they had to do it while staff at its Donegall Square West headquarters were sent off to work from home. “We did benefit from the fact that Denmark, where our parent company is based, went into lockdown earlier. The Danes had been through the organisational change needed, so we had some idea of what was coming,” says Kevin Kingston. “We had laid some of the groundwork, making sure we had enough IT equipment to facilitate working from home, for example. So we were able to hit the ground running.” Not everyone at Danske Bank headed home to work though. Some 300 staff, classified as critical workers by the Government, have kept all 40 branches open throughout the crisis, and customer contact centres in Dunmurry and Portadown have also continued to operate. Shaun McAnee describes how a “first surge” of calls started to descend on his team of business banking managers as

the scale of the crisis started to unfold. “We were pretty much inundated with calls from our business customers almost immediately, some of them in quite a bit of distress,” he says. “In those early days of the crisis, customers wanted to talk to us about extending overdrafts to help get them through until government support started to come on stream. “For my team, that meant fielding calls all day, every day, and then catching up on the administrative work in the evening. They put in a lot of hours just to get through that initial surge. Our people took a bit of a battering, to be honest, but we’re immensely proud of how they handled an emergency situation. “Then, once measures like the CBILS (Coronavirus Business Interruption Loan Scheme) were announced by the Chancellor, a whole new stage kicked in and we’re also very proud of how quickly we got to grips with CBILS and how rapidly we have provided funding for our customers through the scheme. It really was an extraordinary effort.” “People tend to forget that we are a UK bank that happens to be based here in Belfast. We are twice the size of our nearest competitors in Northern Ireland in terms of business lending,” says Kevin Kingston.

â&#x20AC;&#x153;We did benefit from the fact that Denmark, where our parent company is based, went into lockdown earlier. The Danes had been through the organisational change needed, so we had some idea of what was coming.â&#x20AC;?

Kevin Kingston, Chief Executive

Eye on Cover Story

Shaun McAnee, Managing Director, Corporate & Business Banking

Along with the chief executives of the main GB banks, he found himself on calls with Chancellor Rishi Sunak, senior HM Treasury officials and the Bank of England. Closer to home, he has been in regular contact with Stormont Ministers.

emergency effort, Danske’s digital expertise has proved highly valuable too. Danske’s managers have a pet name – ‘Myrtle’ – for the robotic automation system they built which has been at the centre of an effort that saw the bank lending 2.5 times what it

“We’ve taken a leadership role and we’ve delivered for our customers. We’re convinced that we’ve done the right things and we’re determined to be a real force for good.”

“We’ve always said that we put customers at the centre of what we do and this crisis has given us the chance to prove that those were not empty words. We rose to the challenge,” Kingston adds. Whilst the bank’s business teams and other key supporting staff have been crucial to the

would normally have lent over the same period...and processing those loans rapidly to ensure that vital funds reached the bank accounts of customers. “As an overall total, since the crisis began, we’ve approved around £250 million pounds worth of support for our customers

across Northern Ireland,” Kevin Kingston adds. £90 million worth of Bounce Back Loan funding in addition to the £90 million in CBILS funding, with the remainder of the funding delivered in different ways. “I think that our people have been galvanised by this experience. They’ve felt valued and they know that their efforts and those of the bank as a whole have been a force for good,” says Danske Bank’s Chief Executive. Shaun McAnee adds: “And the evidence is that they haven’t felt isolated despite being away from the office. The bank’s executive team meets online every day and we all meet with our individual teams online regularly, we keep in touch and we try to build in a little nonwork talk as well. We think we’ve learnt a lot from this experience. “Will we go straight back to the way we used to work? Probably not. I think we’ll look at different ways of working

with a lot more flexibility. Better ways of working, always making sure that we’re there for our customers when they need us. Yes, things will change.” Both Kevin Kingston and Shaun McAnee are well aware of the huge and far-reaching economic cost of the Covid-19 crisis. “We know that it will be towards the end of 2022 or the start of 2023 before we can expect to be back to the levels we were at just a couple of months ago in economic terms,” says Kingston. “The scale of government intervention has been massive, it’s going to have to extend for a while longer and it’s going to take some considerable time just to work our way back from that. “But we do need to concentrate now on how we can re-open our economy and our businesses. There are big challenges out there, particularly for sectors like hospitality, and we’re also going to have face up to the added challenges that Brexit is going to bring.” “We have to be here right through the process for our customers,” says Shaun McAnee. “That’s the key. Businesses will fail. It’s inevitable. But what’s important is that we grow our way out of this, together.” Danske Bank’s CEO also notes the setting up of a ‘check in and chat’ team as a notable highlight from the crisis. A dedicated team that calls customers in vulnerable circumstances to check on their general wellbeing, have a chat and check if there is anything the Bank can do to help, for example referrals to third party support agencies like Age NI. To date the team has made over 9,000 calls. “We’re very serious about our responsibility,” he says simply. “We’ve taken a leadership role and we’ve delivered for our customers. We’re convinced that we’ve done the right things and we’re determined to be a real force for good. “That’s what will drive us on through the difficult times and the challenges that lie ahead.”

Eye on Finance

Upstream – Backing Northern Ireland Business For The Future Margaret Mead the American Anthropologist said, “Never doubt that a small group of thoughtful, committed, citizens can change the world. Indeed, it is the only thing that ever has.”

he actions that the business community take in the coming weeks and months will have a profound impact on the outlook for our economy for years to come. It is therefore our collective responsibility to ensure that we are committed to achieving the best outcome that we can possibly deliver, with every resource at our disposal. At Upstream, the best possible impact we can have on the economy is to proactively provide flexible liquidity for businesses, at a time when it is scarce. The UK Government has helped immensely by providing CBILS and Bounce Back Loans in support of business, but we realise that many Companies, were simply not able to avail of these schemes - and even if they were, these interventions can only help for a finite period. For that reason, we are launching the Upstream Recovery Stimulus Fund, which will provide ongoing working capital to SME and Corporate clients across Ireland. Unlike the Government schemes our fund will fulfil ongoing working capital requirements – from your supply chain needs to your buyer side - as your business moves back towards pre-crisis capacity, and builds beyond this to future growth. Our support will complement your current funding package, to give your business the cash it requires to grow and prosper. We’d love to help you change the world, and all you have to do is start a conversation with Upstream.

Eye on Banking

Adrian Doran, Head of Corporate Banking, Barclays Northern Ireland

Eye on Banking

Barclays - Keeping Close To Customers During Covid Crisis Adrian Doran, like many leading figures in business and finance, was something of a stranger to the concept of working from home. Until the Covid-19 crisis hit.

ithin a couple of days in March, and in common with every other big business and financial institution, he had decamped from Donegall Square to the suburbs, as had the entire team at Barclays Belfast operation. “The city centre emptied within a few days in that momentous week back in March,” says Barclays Northern Ireland Director. “To be honest, I was surprised at how smooth the transition actually was and I’ve also been impressed at how well the business has worked during the crisis period. “We were able to do some planning for going remote,” he adds. “It was clear for a week or two that we were heading in the direction of some form of closure but nobody really knew what form it was going to take. So, to a large extent, when it arrived we were ready to go.” The early days of the crisis were marked by the team at Barclays responding around the clock to urgent calls for support from business customers. “Even before the Chancellor had announced any packages of support, it was a case of doing what we could to support our customers and their businesses through short-term measures. It was an incredibly busy time for our team. “The Treasury packages, when they were announced, made a big difference,” says Adrian Doran. “I have to say that Government, working with the banks, reacted really quickly in setting up the loan schemes, and speed was crucial to give confidence to businesses.

“Once CBILS was announced by Rishi Sunak, we were fielding calls almost immediately. And not just from our own customers. We were also hearing from customers of other banks who hadn’t been accredited to the CBIL Scheme.” Barclays first major CBILS transaction was to help secure a loan for Newry-based sandwich and snack food producers Around Noon. Since that first deal, a steady stream of others has followed. “If anything, the Bounce Back loan scheme has been an even bigger one for us as a bank, with a very big takeup from customers,” Adrian Doran adds. “We’ve experienced a couple of different phases and spikes as companies have adapted and shaped their funding requirements whilst this crisis has evolved. The first phase was those companies desperately in need of urgent funding, and this was followed a couple of weeks later by other companies perhaps under less immediate pressure, but which prudently wanted to lock in their funding needs for the next twelve months. We may also see another wave of applications over the summer as businesses re-open and they have to re-build their working capital. “We’ve been working flat out right across all our teams. Most of our people, especially those in direct customer relationship roles, have been working considerably longer hours during the crisis than they would have done before all of this started. They have done a brilliant job, and the same goes for our credit teams who have been really supportive.”

He says that things are very different to the financial crisis of several years ago. “Back then, the financial sector was in turmoil. The difference now is that all of the big banks are in a much better place. They’re strong enough to be able to cope with whatever is thrown at them. This is fundamentally a health and economic crisis, but not a banking crisis. “My personal view? I think that the banks – including our own – have generally responded well during an unprecedented crisis that none of us could have anticipated. We know that speed of response is critical in crisis situations, and our relatively small portfolio sizes coupled with our technology has allowed us to be extremely responsive to our customers. For instance, we were lodging Bounce Back loans into our customer’s accounts within 48 hours of an application – we’ve never operated at that speed before.” Looking towards recovery and rebuilding the economy, Adrian Doran realises that banks will continue to play a central role. “A lot depends on what shape the recovery takes,” he says. “Will it be a U, a V or an L-shape. Looking to China, the signs are reasonably good in terms of the bounce back in the manufacturing sector there. But these are very early days. “Here, it will be very sectoral. For hospitality and leisure, it’s obviously going to be a long road back. Agrifood, on the other hand, never really shut down, but has had to adapt quickly to new safe working practices. The tech sector was obviously able to cope with remote working with relative ease, and has to some extent been less impacted than some other sectors, so should recover quicker. All these sectors are really important to the Northern Ireland economy.”

Like other business leaders, he foresees widespread change in how we will work going forward. “I think there is no doubt that remote working will play a much bigger role going forward,” he says. “For us as a bank, that’s something we’re very comfortable with. Relationship banking is our modus operandi and that doesn’t necessarily require us to be office based. The important thing is staying close to our customers.” Barclays in Northern Ireland might be considered a challenger bank, but Adrian Doran is keen to emphasise the fact that it’s the fastest growing challenger bank. He predicts a flight to quality in the wake of the immediate Covid-19 crisis, as companies reassess how their bank has performed during the crisis. Adrian Doran combines his role heading up Barclays operations in Northern Ireland with the current Chair of CBI Northern Ireland, having taken over the reins in January. This has given him an extra insight into how businesses are managing practical issues like furloughing staff and ensuring they can provide safe working places when they re-open. He also now finds himself in regular contact with the NI Executive and he’s fulsome in his praise for how the devolved administration has coped with the crisis. “Bearing in mind that the Executive only returned to life after a 3 year absence in January, they’ve found themselves thrust into a crisis that would have been unimaginable back then. By and large, I think they’ve done pretty well in really difficult circumstances. To their credit I’ve found our local politicians to be extremely receptive to feedback from the business community, and it’s important that continues as we begin the process of rebuilding our economy.”

Eye on News

‘DREAM’ TOURISM PARTNERSHIP ANNOUNCED Northern Ireland’s leading serviced apartment provider, Dream Apartments, has partnered with leading tour operator City Sightseeing Belfast and launched a series of fantastic ‘staycation’ packages for Summer 2020. Tom Smyth Managing Director of Dream Apartments is pictured with Paul Cunningham, City Sightseeing Belfast.

ach tailor-made overnight or weekend package comes complete with evening meal, optional day trips to iconic tourist destinations across Northern Ireland, and fully cooked breakfast delivery. “Family Escape” “Date Night” and “Girls Night In” are just three of the initial packges which Dream has announced ready for when Government lockdown restrictions ease and the first phase is implemented. The multi-award winning company, with over 400 serviced apartments across the world has also partnered with other local businesses Six by Nico and Pizza Co to complete the packages with meals delivered to the door. Pamper packages are also included for the “Girls Night In” package. The new “Staycation” packages will operate from Belfast’s Obel building where Dream operate over 60 serviced apartments. Thought to be the first-oftheir-kind offering in Northern Ireland during lockdown, the apartments offer deep cleaned and fully sanitised apartments, complete with self-checkin, secure car parking, desk, super-fast WIFI and fully equipped kitchen. The one and two bedroom apartments also have smart TV, washing machine, clean linen delivered to your door and 24/7 telephone support. All apartments are pet friendly.

Occupying one of the best locations in Belfast, complete with panoramic views of the city and waterside walks to allow guests to take in their exercise in a new setting, the staycation packages are priced for accessibility starting at just £199. Owned and operated by Belfast businessman Tom Smyth, Dream Apartments has fast become the one leading accommodation supplier in the UK employing over 70 people and operating more than 400 properties worldwide and international partners across Europe. Tom Smyth said: “In these unprecedented times businesses must do what they can to stay to continue trade in a safe and affordable way. These packages are available to book now and once the green light is given, we can start to accommodate the demand. “Every provision has been made to increase our high standards of cleanliness in all of our public areas, our reception, hallways and lifts, and indeed in our 60 serviced apartments. The safety of our staff and our customers is of paramount importance. “Our public areas are sanitised tmultiple times daily and our rooms are santitised before and after each guest. “Self-check-in is available so guests need not even see another person

outside of their party, from the moment they arrive to when they leave. “The team has also worked hard to make every to ensure our packages offer all of the unique touches that an overnight or weekend stay demands – all with minimal contact. From pamper face masks, to home-cooked breakfast delivered to the door the next morning. “We are planning ahead safeguarding jobs and our future at the same time giving a unique offering to our customers. We wanted to bring other local hospitality partners into the mix, such as City Sightseeing Belfast, and others, to both support them and offer our guests the complete package, all available at the touch of a button.” Speaking about the new partnership Paul Cunningham, City Sightseeing Belfast said: “We are absolutely delighted to be announcing this fantastic partnership with Dream Apartments. “The past few weeks and months have presented us with huge challenges, but we now want to look forward and plan for a new path for both our staff and customers and give the people of Northern Ireland staycations to look forward to. “We are planning towards early July for commencement of the offering and indeed the reopening of our Belfast City Sightseeing Open Top Hop On/

Hop Off Bus Tour which includes iconic tourist hotsports such as Titanic Belfast and Stormont. Our Tour Buses which include Giants Causeway and Antrim Coast Tour as well as the Game of Thrones Tour Locations Tour should also be operational by then also. “The packages we have put together with Dream offer our customers, both old and new, an opportunity to stay in a new, luxury ‘home from home’ environment and to take in the sights right here in our own fantastic country.” Tom concluded: “Belfast has always been a resilient city, we find new ways of doing things, pulling together and coming out stronger. We want to play our part in that.” “I encourage anyone with a special occasion, or the need for fun in a new, safe environment to book now. We appreciate each and every booking and will go the extra mile to ensure that the experience is nothing short of exceptional.”

Dream Apartments packages available to book now at www.dreamapartments.co.uk. One or Two Bedroom Apartments available in Obel TEL: 02895216054 to enquire or book.

Eye on Retail

Coronavirus Means Accelerated Change For Retail Not Revolution Says Aodhán Connolly, Director of the Northern Ireland Retail Consortium.

have often said there has been more change in the past ten years than in the previous fifty. Right now, it feels like we’ve seen ten years change in the last ten weeks. No one predicted a world of social distancing, of closed up high streets and locked down families. However, rather than creating a new world, it’s likely coronavirus is going to accelerate existing trends as much as create new ones. We are totally at the mercy of the public who as always will vote with their feet; or their keyboards as the case may be. Changing customer behaviour has been at the core of retail transformation, and that’s certainly hastened over the last few weeks. The latest British Retail Consortium Retail Sales Monitor shows online non-food sales increased by 57.9% in April. In fact the total non-food online penetration rate increased from 29.9% in April 2019 to 69.9% this April. That’s a staggering jump. Of course, since online sales were often the only way to get some products that may not surprise. However, Consumers were already moving online before lockdown The pace of change may be increasing, but the direction of travel was clear for some time. Similarly, recent weeks have seen a series of announcements as retailers have fallen into administration. Yet that’s been the theme of recent years, with several prominent brands stumbling and tumbling under the combined pressure of the rising costs of employment, and government policy. Even before this crisis there was a disparity between the retail proposition in different town centres. Places with attractive reasons to encourage visits are likely to recover more quickly. Even those reliant on tourism or culture have a network of good businesses and often affluent local communities who will be able to support those centres in the short-term. Its those places which were struggling, which often face competition from other

shopping destinations, and are unsurprisingly economically vulnerable who are most at risk of closures. Obviously, the past few weeks have been dismal for retailers. But that should concern everyone. Retail sales are a barometer for economic growth. A large number of the products retailers sell are from Northern Ireland. If they are unable to sell products, that diminished demand filters right back through the supply chain. For example, whilst food sales remain from supermarkets, the food service and export markets have collapsed. Even if we just look at milk, there are hundreds of thousands of litres of milk not being used in our coffee shop members every week. Those examples will be true across the economy for all suppliers – both of products but also services. Much of what may lie ahead is an exaggeration of existing effects. What

“What makes things different is that whilst there was an expectation of limited economic growth this year, now retailers will have to operate in the context of the worst economic shock in decades.”

makes things different is that whilst there was an expectation of limited economic growth this year, now retailers will have to operate in the context of the worst economic shock in decades. So this is the moment for action to restart the engine of economic activity. Firstly, the retail industry needs to be able to reopen, of course in line with new guidance - but retailers are ahead of the curve. Just as crucially, allowing retailers to trade restarts other parts of the economy – generating activity through the multiplier effect. Secondly, the Executive & Westminster Government need to think about how to reignite consumer confidence.

Whilst this crisis has been a shock to the system, and inevitably will lead to technical recession, in material terms much of the nation’s productive capacity has been frozen rather than eliminated. It’s therefore essential where possible to restart that capacity – hopefully shortening the period of fallow growth as much as possible. With that in mind a short-term but generous consumer stimulus package may be well worth considering. Thirdly, the tax burden on retail needs to fall. The business rates break is warmly welcomed but it doesn’t solve the fundamental problem of a system that is inequitable and not fit

for purpose in the 21st Century. We need surgery not a sticking plaster. Our high streets will look very different when we emerge from the nightmare of this crisis. It’s likely to be some time until hospitality businesses are able to trade. In the interim the retail industry will remain robust and resilient. There will still be products to sell and customers to sell to. How and where they buy is the question. My own parents in their seventies have done their first online shop in the past few weeks. But the fact remains when this is all over my mum will still “head up the town to get the messages”. Because retail is not just about the transaction, its about the social, the experience, the interaction. Those towns who will come out of this strongest are not the financial fittest but those who adapt to meet the ever changing needs of consumers and work smarter with retail other sectors such as hospitality and leisure to ensure they are a destination. We need to get our population to spend their time, not just their money.

Eye on Banking

HSBC – Supporting NI’s Vital Agri Food Sector

In the last ten weeks almost every aspect of society has changed and everyone is adapting to new ways of living and working as measures remain in place to reduce the spread of COVID-19.

s the coronavirus pandemic continues to put huge strain on the economy, many sectors have been impacted, including the food chain. Here in Northern Ireland, where a substantial proportion of the UK’s food is produced, local businesses are adapting the way they operate to protect their employees and make sure the entire population has access to the food they need.

The country’s biggest industry is the production of food and the sector produces enough to feed five times its population, meaning it is an essential source of produce for the UK and Ireland as a whole. In recent weeks, the way people purchase and consume food has changed dramatically. Before the outbreak around two thirds was purchased from supermarkets and other retailers meaning that an estimated 50 million meals were consumed every day out of the home. That has reduced to close to zero as stay at home advice has seen the majority of people eating

“The challenge that our food chain was facing at the beginning of lockdown should not be underestimated. Producers worked quickly to re-direct supply chains in the food service sector to other routes and in some cases direct to consumers where it was practically possible.” three meals at home every day. There has also been a change in the demand for certain products. A significant proportion of the produce manufactured locally is red meat and while sales of sausages

and mince have remained stable there has been a huge drop in the demand for roasting joints. This has seen food producers making rapid decisions to change their output and address the

Eye on Banking

behavioural changes of customers. Allan Wilkinson, HSBC UK’s Head of Agrifoods, explains: “The challenge that our food chain was facing at the beginning of lockdown should not be underestimated. Producers worked quickly to re-direct supply chains in the food service sector to other routes and in some cases direct to consumers where it was practically possible. “Across the board we’ve seen examples of quick and innovative thinking to keep people fed and it has been a huge achievement that on the whole, food has been kept on the shelves of supermarkets right across the UK and Ireland.” While the quick reaction of food producers meant that customers have maintained access to the food they need, there remain challenges ahead. Businesses are beginning to plan for what the world will look like as restrictions lift with an expectation that it will take some time for normality to resume and many believing that the food chain will never return to exactly how it was before the pandemic.

“Across the board we’ve seen examples of quick and innovative thinking to keep people fed and it has been a huge achievement that on the whole, food has been kept on the shelves of supermarkets right across the UK and Ireland.”

Allan continues: “As businesses consider the changes they’ll need to make for their longterm futures, they will need a supporting investment programme to maintain some of the changes they made to their operations in haste at the beginning of lockdown. “Business owners should also be considering how supply chains will be impacted, what working capital requirements they will require as the service industry begins to return, what labour and machinery changes could be needed and what packaging materials and ingredients will be

required to deliver long-lasting changes to their business.” HSBC UK is working closely with customers to provide the support they need as they navigate the uncertainty that lies ahead. In Northern Ireland the bank has a partnership with NIFDA (Northern Ireland Food and Drink Association) which is a voluntary organisation committed to supporting Northern Ireland’s food and drink businesses. The association has been providing advice and guidance to businesses in the sector throughout the pandemic.

Gillian Morris, Head of Corporate Banking for HSBC UK in Northern Ireland, said: “We know how important the food production sector is to the economy here in Northern Ireland and we’re committed to being there for our customers when they need us most. “With the power of our international network and our expertise in the sector we know we can provide the financial support and guidance to help businesses find the best path forward and protect themselves for the future.”

For more information, advice and guidance visit www.business.hsbc.uk/ coronavirus or call the HSBC UK coronavirus helpline on 0800 0121 614 Monday to Friday 8am to 6pm.

Eye on News

Diversification role for Henderson Foodservice points to future opportunities With the hospitality sector largely on ‘pause’, catering industry supplier Henderson Foodservice has diversified its operations to support a wide range of community support programmes and has seen its healthcare business increase as it helps keep staff, patients and residents fed in hospitals, hospices and hundreds of care homes across Northern Ireland.

nitiatives include the Department for Communities led contract to supply over 3,000 food boxes per week for delivery to vulnerable and self-isolating people until the end of June as well as providing a range of products for Salvation Army created food parcels and welcome packs for people in need via the Simon Community. Kiera Campbell, Sales Director at Henderson Foodservice explains the background to the various initiatives: “Ensuring constant supply of

essential food items such as pasta and tinned beans was key at the beginning of lockdown and local community groups and foodbank organisations as well as government departments reached out to Henderson Foodservice to enable them to meet increasing demand. “We are working alongside other food companies to fulfil the Department for Communities contract and staff from all levels and departments at Henderson Foodservice were at one stage

packing 200 boxes per hour on a busy production line to turn out food boxes quickly and ultra-efficiently. Everyone pulled together engendering a fabulous team spirit to get the job done. “Other projects we’re working on include an Education Authority programme to support their youth projects by providing a range of lunch products for young people in need of a healthy regular meal. “As well as contractual projects Foodservice has also made donations to five Belfast based foodbanks and in the Republic of Ireland, we teamed up with our customer Thomas Franks Ireland to supply food parcels to over 200 ICU staff at Beaumont and St Vincent hospitals in Dublin.” Looking to the future and developing new business concepts, Kiera Campbell says: “Creating food parcels was a process we had never facilitated before and we’ve worked hard to adapt and perfect our approach and supply procedures. We’ve built up

valuable skills and expertise and would look to examine the potential to evolve this in the future. “Our new consumer ‘Click & Collect’ service which launched last month, evolved from requests made by local community groups and individuals contacting us and seeking out wholesale purchase opportunities when food supplies were challenging to obtain. The new facility based at our Mallusk headquarters, offers a range of catering style bulk buys and smaller scale units delivering extra value for local shoppers and families.”

Eye on Commercial Property

‘THE TIMES THEY ARE A CHANGING’ – A property agent’s perspective By David McNellis, Director, Lisney Northern Ireland

Despite the ‘lockdown’ imposed by governments across the world as a result of the global Covid 19 pandemic, I am pleased to report that since late March the property market has continued to function with deals being agreed and solicitors instructed.

dmittedly however, as time has progressed and the initial upswing in web site traffic generated by people during their enforced incarceration has dissipated, the practical impact of ‘Social Distancing’ and a reluctance by some to travel to view properties has impacted on the market dynamic. The realisation is that this new norm is set to continue for the foreseeable future. A return to previous freedoms is unlikely in the short term until such times as a vaccine is delivered to the population at large. In the interim we agents are being forced to innovate. Fundamentally, the sales process in any property disposal begins with the asset being physically inspected to assess the extent of the opportunity, it’s marketability and likely value. Subsequently after marketing material has been prepared exposure occurs through a range of channels to raise awareness

which ultimately delivers viewings and triggers engagement between the parties about the structure of the deal. A natural consequence of the current lockdown and continuing ‘Social Distancing ‘measures is that the wider market will not able to view the property so the sale process could potentially stall. As a first step, it is imperative for us as agents to pique initial interest and we are now recommending that property owners invest in a variety of innovations to provide prospective purchasers with a good understanding, albeit ‘virtual’ of what each individual property has to offer. The concept of buying ‘virtually’ is not new however, as many purchasers over the years have bought, primarily residential property, ‘off plan’. The arrival of new technology has however enabled agents to enrich the ‘off plan’ experience and the advent of Computer Generated Imagery

providing realistic illustrations has been a significant next step. More recent innovations have moved the visualization on and the impact of the lockdown has forced the pace. In addition to the traditional approaches ie brochures, web site, on site signage and press advertising, properties can now be presented to prospective purchaser’s Smart phones or laptops using:t 7JSUVBM WJFXJOHT t 7JSUVBM NFFUJOHT t EFHSFF UPVST t %SPOF QIPUPHSBQIZ t % .BUUFSQPSU AXBML UISPVHI UPVST t *OUFSBDUJWF CSPDIVSFT t 1SPQFSUZ TQFDJGJD XFC TJUFT t 3FBM UJNF QFSTPOBM UPVST DPOEVDUFE by the Agent via their smart phones

Our view is that we are now operating in a different market. As such now is the time to agree an innovative strategy with your agent to develop marketing collateral which will expose properties in the best and most cost effective way. The time invested now, will ensure the best result when you are ready to put your property on the market. We are still recommending that in time, prior to embarking on legal due process, a physical viewing exercising social distancing protocols of course is undertaken, but in the interim agents and property owners need to use the lockdown time wisely to prepare for the new norm. In the words of the old Bob Dylan song, “the times they are a changing”.

t 4PDJBM NFEJB FYQPTVSF BDSPTT the various platforms and t #MPHT 7MPHT

Eye on Recovery

Belfast Will Rise Again Says Simon Hamilton, Chief Executive, Belfast Chamber of Trade

It was Winston Churchill who apparently first uttered the phrase “never waste a good crisis”. The coronavirus pandemic has certainly been an interlinked health and economic crisis.

hilst the virus is still in our midst and the death toll continues to rise, it can perhaps seem insensitive to talk too much about economic recovery, but so damaging will this be to the health of our economy that we will need to

start thinking and thinking big. The newly restored Executive didn’t have much time to get its feet under the table before the pandemic struck let alone set out its longer term vision for the region. We do though know that – until the details relating to EU exit are clearer for Northern Ireland – a reduction in the rate of Corporation Tax isn’t at the top of the to do list but a stimulus of this kind, now more than ever, is needed or else Northern Ireland will be forever condemned to continue to trail behind the economic performance of every other region of the UK. One thing that would ordinarily be

obvious, is that whatever incentives the Executive reach for, recovery would be centred on our cities. Just 5 years ago, the OECD declared this ‘the Metropolitan Century’. By 2100, 85% of the world’s population would live in cities. Cities weren’t just where people were moving to en masse. They were magnets for young people who were attracted by the diversity and lifestyles only cities could give them and especially those with the skills that are so desirable to business. And as the talent that companies crave gravitated towards cities, corporate headquarters followed, needing to

be near the talent they relied on to succeed. The ‘Triumph of the City’, as Edward Glaeser’s 2011 book called it, was universal, with peace and political stability helping to usher in an era of rebirth in Belfast with the city boasting a transformed skyline and becoming home to a world class tech cluster that was unimaginable just a few years ago. No crisis in the last two decades – not the financial crash, not Brexit, not climate change – has challenged this accepted wisdom like COVID-19. Cities have come to be seen as the epicentres of the coronavirus. It began of course in Wuhan, a city of 11 million in

Eye on Recovery central China, and population density in places like New York and London has apparently helped COVID-19 to spread. We have seen the streets of Belfast virtually empty overnight with many customer facing businesses in retail and hospitality closed and not trading at all. The bustle and the buzz that has become synonymous with the modern Belfast has gone. It is a troubling time for the city’s economy and conjures up so many questions. As one person put it to me during a recent conversation, how the city responds to the coronavirus pandemic is answered by the question “what will Belfast be for?”. Such a question would have been unimaginable even a few short weeks ago. At the end of February, Belfast Chamber hosted our BelFastForward conference. After hearing about how New York and Vienna had successfully regenerated and the encouraging beginnings that we were making in our own city, it’s safe to say that no one left the conference thinking that Belfast had anything other than a very bright future ahead of it. We certainly didn’t have to ask the question “what will Belfast be for”. It was obvious what is was for. It was the economic driver of the entire region. It accounted for 30% of NI’s jobs, 25p in every £1 of rates revenue and half of all out of state visitor spend. It was so crucial to the whole region’s economy that it led the aforementioned OECD to conclude in 2008 that NI “will only succeed if the city of Belfast, its capital, major business and employment hub, infrastructure platform and largest settlement, is also able to succeed”. Will COVID-19 herald the seemingly unstoppable march of cities like Belfast? I don’t think so. Cities haven’t been uniformly impacted by COVID-19. The far lower levels of deaths in incredibly densely populated cities like Singapore, Hong Kong and Seoul suggest that the speed of government action and the extent of lockdown restrictions matter more than the size of the city. Even London, so hard hit initially, now has an infection rate lower than the rest of the UK. Besides, Belfast benefits from being more of a ‘Goldilocks’ sized city than the world’s megacities.

Belfast is big enough to have many of the amenities of a larger city but small enough to retain a strong sense of community and have some amazing coast and countryside right on our doorstep. Plus, we possess the added advantage of being at such an early stage in our regeneration journey. That permits Belfast to build into our many regeneration schemes the sort of space that citizens will seek in a post-COVID-19 world rather than have to expensively retrofit as other cities will have to. Ultimately, what has sparked the growth of cites remains unaltered and, if anything, enhanced by the restrictions the pandemic has placed on everyday life. We are,

the Government’s contribution to the Belfast Region City Deal taking the total public sector investment to £700 million, recognising that our capital city will be a the heart of our region’s economic future. Back to Churchill’s appeal. How can we make sure that we don’t waste this crisis? Accelerating the implementation of the City Deal would be an excellent start. The finance is in place. The infrastructure, regeneration and tourism projects it includes are potentially transformational. It is a recipe for real success but Belfast Chamber believes that the need to bounce back presents us with a once in a generation opportunity to do

“Perhaps now is the time to not only dream big but to put in place the vehicle that can deliver that dream of a revitalised city that fulfils its obvious potential.”

fundamentally, social animals. Not being able to see family, friends and work colleagues. Not being able to sit with a coffee in Donegall Square and watch the world go by. Not being able to go for a pint or a meal in the Cathedral Quarter. Not being able to stroll around our favourite shops. We are missing all of these things and the human interaction they involve. Well paying jobs are only part of the equation. The energy, vibrancy, diversity and lifestyle that only a city can bring are equally valuable if not more so in attracting that all-important young talent. As a PwC report put it “quality of life is the heartbeat of a city” and Belfast’s heart has been beating strong and will do so again soon. American academic Richard Florida recently said “predictions of the death of cities always follow shocks like this one. But urbanisation has always been a greater force than infectious disease”. It is interesting that one of the most welcome announcements by the NI Executive in response to the catastrophic impact the coronavirus is having on our economy was focused on the city with the decision to match fund

even more. Using the City Deal as our starting point, we should make the economic, social and urban regeneration of Belfast our shared ambition. Our focus should be on making Belfast an even better place to live, work and play – that ‘holy trinity’ of any successful city – and we should aim to renew Belfast based on the following 5 key objectives: t #VJMEJOH BO FDPOPNZ PO the bedrock of sectors like fintech, cyber security and medical technology that our city so excels at and for which demand will be high; t 4UJNVMBUJOH NPSF DJUZ DFOUSF living as the most sustainable way to achieve the Belfast Agenda target of growing the DJUZ T QPQVMBUJPO CZ CZ 2035 and provide a boost for our retail and hospitality sectors; t 3FTIBQJOH UIF DJUZ UP DSFBUF and connect to open and green space and take forward the work started already by Infrastructure Minister on making the city less reliant on the private car

and more pedestrian, cyclist and public transport friendly; t *EFOUJGZJOH BDDFMFSBUJOH BOE investing in the infrastructure projects that will enable greater growth; and t &OTVSJOH UIBU HSPXUI JT inclusive with an emphasis on developing skills and getting the economically inactive into work Tying all of this together is absolutely key. It will involve multiple partners across the public and private sectors and creating a vision is one thing but delivering it is quite another. That’s why Belfast Chamber thinks the time is right to consider the extent of the levers and powers that Belfast as a city has to realise a regeneration project of the magnitude we need. Our competitor cities have far greater powers and are increasing these further. They enjoy control over regeneration, transport and housing. The basic necessities of urban life. Successful cities have also channelled powers through development corporations and taxation levers through enterprise zones. These are tools that are effective in stimulating regeneration and attracting investment to areas of need. In contrast, Belfast lacks the powers and hasn’t yet utilised the levers to deliver change where it is needed and if this gap isn’t addressed, then we could fall further behind as cities elsewhere also start turning their attention to recovery. Rather than retreat from the city, in order to, in the words of Churchill, not waste this crisis, perhaps now is the time to not only dream big but to put in place the vehicle that can deliver that dream of a revitalised city that fulfils its obvious potential. Belfast 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 – the talent; the world leading sectors and universities; the retail, hospitality, leisure and cultural offering. Let’s use this opportunity to make the most of them and ensure that Belfast not only recovers but thrives in the years ahead.

Eye on News

OCO Global announces expansion in China OCO Global, a leading specialist trade and investment advisory firm has announced the opening of its new office in Shanghai, China, and a new partnership with the market entry specialist Aventura.

his expansion of OCO Global’s China operations will enable the company to support international economies to attract cross-border investment from China and to build out relationships with the Chinese government and companies. Chinese foreign direct investment has been growing by around 25% p.a. over the last 10 years. As Chinese industry continues to internationalise, it will remain a key source market for foreign investment. OCO’s increased presence in China will also enable international companies to grow their business in the Chinese market. “We are very excited to open our new office in Shanghai and establish a new partnership with Aventura, growing our operations in China to support our clients across the region” said Mark O’Connell, OCO Global CEO. “Our investment plans were put on temporary hold during the current crisis, but we are fully convinced of the long-term prospects of China as both a source and as a destination of FDI, and the opportunities it presents for international trade. Our commitment to this expansion and our great local team demonstrates the region’s importance.” said Mark. “As China emerges from its COVID19 crisis, there is a commitment for continued integration with the global economy and

Mark O’Connell, OCO Global CEO

“As China emerges from its COVID-19 crisis, there is a commitment for continued integration with the global economy and increased market access for international firms. Furthermore, the Governments next five-year plan, 2021-25, encourages Chinese companies to internationalise and pursue global expansion.”

increased market access for international firms. Furthermore, the Governments next five-year plan, 2021-25, encourages Chinese companies to internationalise and pursue global expansion. “ “This medium-term outlook will create confidence for foreign governments and investors to build lasting relationships with Chinese government and businesses. This

is a great time for OCO to expand in China.” commented Yi Zhang, OCO General Manager in China. To further enhance OCO’s offer to the Chinese market, the company has also entered a strategic partnership with Aventura, a specialist market entry and expansion firm. Over the last 10 years, Aventura has successfully supported 200 companies to enter

and grow their business in China. This partnership combines OCO’s FDI & Trade expertise and international reach with Aventura’s local Chinese market know-how and access. “Our strategic partnership with OCO is a great fit for both companies, with a complementary skillset that provides in-depth expertise of the China market and how that relates to global investment. Despite the current challenges in Investment and Trade within the global economy, we look forward to leveraging OCO’s 20 years+ experience in advising the world’s leading economies on international expansion and FDI services. Coupled with Aventura’s local capabilities and long standing experience in the Chinese market, we have the expertise to help private companies and public agencies form long-term business relationships in the Chinese and the wider Asian economy.” commented Gustav Astrom, CEO of Aventura.

Eye on Events

Convention Centre Chief Executive Appointed

Julia Corkey is set to take over the top role at Northern Ireland’s only purpose-built international convention centre, returning to her native Northern Ireland following two decades spent in Westminster City Council.

ulia has been appointed as the new Chief Executive of ICC Belfast | Waterfront Hall and Ulster Hall and will take up the role at the beginning of July 2020. Generating destination appeal and delivering word-class customer experiences for the city of Belfast will be Julia’s priority as she prepares to take on the position at the helm of ICC Belfast and two iconic entertainment venues, Waterfront Hall and Ulster Hall. Following the commercialisation of the venues JO EFMJWFSJOH FDPOPNJD impact through the attraction of large-scale business events has been the organisation’s strategic

focus. This has proven incredibly successful with the 7000m2 facility successfully hosting its largest event to date in 2018, the Royal College of Nursing Annual Congress, as well as conferences for global corporations such as AstraZeneca. The combined economic impact of events held during this period has been worth over £100m to our city and it is predicted that business events will play a key role in our long-term economic sustainability and recovery post COVID-19. Over twenty years with Westminster City Council precede Julia’s appointment where she most recently held the role of

Executive Director of Policy, Performance and Communications. Having originally joined the local government organisation in 1998 to manage the millennium programme, Julia then went on to hold a number of high-level policy and communication roles and is also one of the founding directors of the award-winning communications agency, Westco. Commenting on the upcoming return to her hometown Julia Corkey said: “I have spent more than two decades helping to market Westminster as an international centre for investment and tourism. It is a privilege to return to my native Northern Ireland and use that experience to ensure our fantastic international convention centre and entertainment venues are in the premier league of international, regional and local attractions. At the heart of Belfast we have an unrivalled proposition of world-class conference facilities and cultural

venues bringing in the biggest names in the arts. Working with the outstanding team, my priority will be to prepare to return this business to its role as an engine of the Northern Irish economy.” Ellvena Graham OBE, Chairman of the BWUH Ltd. Board of Directors welcomed the appointment saying: “Over the past five years we have witnessed transformational change within the organisation and the wealth and breadth of experience that Julia brings will put us in a position of strength as we embark on the next stage of our journey. In these unprecedented times, the team is focused on business preparedness to ensure Belfast retains its status as a unique, vibrant and flourishing entertainment and conference destination. I look forward to seeing the impact that Julia’s skills and expertise will have on our pursuit to be recognised as world-class in the entertainments and conferencing sectors.”

Eye on Leadership

Glen Dimplex Heating & Ventilation – Inspiring Future Leaders Alongside The Clinton Institute At Queen’s

“Our business, like almost every other, has faced some significant challenges in recent months. During difficult times like these, we recognise that strong leadership, shared values and connection with people is central to keeping our business operating in a challenging environment.” Nuala McDonald, Chief HR Officer at Glen Dimplex HV.

he words of Nuala McDonald, Chief Human Resource Officer at Glen Dimplex Heating & Ventilation, a division of 1,300 employees and part of Glen Dimplex Group (4,000 employees worldwide) which has partnered with the William J Clinton Leadership Institute at Queen’s University in the delivery

of an innovative new training programme for its managers. The GDHV 20:20 Leadership Programme represents a significant investment by Glen Dimplex in its future leaders, providing them with the tools, skills and knowledge they need to help guide the business forward. The Inaugural programme was

completed in February 2020 at the Clinton Institute’s Riddel Hall base in Belfast during February 2020 with an initial cohort of attendees successfully completing the nine-day programme. “Cohort 2 was launched in early March when the Covid-19 crisis descended upon us all,” says Nuala McDonald. “As things

stand, we’ve got everything on hold but we’re looking forward to the day when we can get the programme up and running again.” The Programme has been co-created and is co-delivered by the GDHV HR team, lead by Nuala McDonald, and the team at the Clinton Institute in Belfast. It comprises five key

Eye on Leadership

Glen Dimplex Heating & Ventilations CEO Neil Stewart

sessions over the nine-day period and finishes with a final day open forum session for the group of 10 participants, a number kept deliberately low to ensure the maximum impact for those taking part. “As an organisation, there are many things that we already do to a standard of excellence. This new initiative provides our leaders and their teams with new ways of working together that will be fundamental to our success going forward,” Nuala adds. “What we’re looking for is a step change in our business and how it operates.” Glen Dimplex Heating & Ventilation CEO Neil Stewart underlines the importance of the programme. “We’ve developed a strategy to develop our people through a series of progressive initiatives

in recruitment and retention of staff, enhanced communications mechanisms, talent development and a wide range of learning and development opportunities. “The Leadership Development Programme organised in association with the Clinton Institute at Queen’s University is a flagship programme for us. It is aimed a key leaders right across the business, equipping them with the skills and encouragement to be agents of change and improvement in the business. “Our aim is to challenge the status quo in every area, because we believe this is essential if we are to succeed in the pursuit of our purpose.” Nuala McDonald says that the Division is based in Craigavon, but with 10 sites across Europe including UK, Ireland, Norway &

Germany, considered a number of options for the delivery of its planned leadership programme. “Queen’s and the Clinton Institute made that decision easy for us. They understood quickly what we were trying to achieve and they were flexible right from the start,” she says. “What’s more, the Queen’s University brand name adds a mark of quality which can’t always be found. Both Neil Stewart and I are Queen’s graduates, so it was nice to be able to come back to the fold.” The wider Glen Dimplex Group, founded by Martin Naughton back in the 1970’s, also has strong links with Queen’s. It was one of the key corporate funders of the major renovation of Riddel Hall some years ago. The Glen Dimplex Leadership Development Programme is run by invitation only and draws future managers from across the company’s operations in Europe. “So we end up with a group of people who might know the other participants by name or email address but have may never have worked closely together before. So the experience helps to broaden each person’s understanding of the wider business,” adds Nuala

McDonald, who has trained as an executive coach and plays an active role in the programme. The company considered continuing with the programmes online during the Covid-19 crisis, but has decided to wait until physical sessions are possible once again. “The programme is all about personal interaction and learning from one another, and we just don’t believe that that can work as well in a virtual environment. So we’re happy to hold off until the situation improves.” Nuala McDonald has a clear message for local companies considering bespoke leadership courses in partnership with the William J Clinton Leadership Institute at Queen’s. “I would definitely recommend it to any ambitious business,” she says. “We had a clear idea of what we wanted to deliver. Queen’s partnered with us, sharing all of the planning and the delivery with us, reviewing and revising throughout the process, and it has turned out to be a very strong partnership model. “To be honest, I can’t envisage doing this with any other partner organisation.”

Eye on News

Lidl Northern Ireland strikes £24m supply contract with Fermanagh’s Crust & Crumb

Lidl Northern Ireland has awarded Fermanagh’s Crust & Crumb, the island of Ireland’s largest manufacturer of ambient, chilled and frozen dough-based products, an annual contract worth an estimated £24 million to supply an expanded line of pizza products across more than 1,000 UK and Ireland stores.

ased in Derrylin, Fermanagh, Crust & Crumb employs more than 300 staff and has been a preferred long-term supplier to Lidl Northern Ireland since 2013. The new, dramatically-expanded Lidl Northern Ireland supply contract will see the leading local bakery supply 20 varieties of Deluxe range sourdough pizza, selected for its

premium quality and craft ranges, six Chef Select pizza lines chosen for its supreme taste range, and two flavours of its Simplypizza value range – something to cater to every shoppers’ budget. Conor Boyle, Regional Director of Lidl Northern Ireland, said: “From small beginnings in 2013, we’ve built an outstanding

relationship with Crust & Crumb and we are thrilled that this new contractual arrangement will bring its great-tasting, quality, locallymade products to thousands of new consumers in stores across the UK and Ireland. An innovative company with renewed capacity for growth, Lidl Northern Ireland acknowledges this company’s hard work and commitment afforded by its team of staff and we’re proud to support its expansion. This new partnership is also part of our commitment to provide shoppers with the best choice and value while also supporting ambitious local suppliers and quality produce.” Crust & Crumb has two major production facilities in Derrylin, County Fermanagh, one of which is

a gluten-free site. It also operates a further site in Ballyconnell, County Cavan, which it opened last year. Mark McCaffrey of Crust & Crumb Bakery Ltd., said: “Supported by a dedicated team of craft bakers, we take great pride in producing a range of world class products which pack real punch in quality, taste and value. We’re delighted to expand our partnership with Lidl Northern Ireland as part of a significant investment which supports our plans for continued growth. This partnership has enabled us to access new markets and expand our customer base across the UK and Ireland and it supports our ambitions for export sales to additional EU markets later this year.”

Eye on Communities

After Coronavirus, we need to rebuild better â&#x20AC;&#x201C; not return to business-as-usual By Joe Bilsborough (CLES) Neil McInroy (CLES) Charlie Fisher (DTNI)

The impact of coronavirus has hit like a tidal wave, brutally exposing the fragility of our economy. In response, economic orthodoxy has been turned on its head â&#x20AC;&#x201C; the government is paying employeesâ&#x20AC;&#x2122; wages, with targeted economic intervention once thought impossible being scaled up on an almost daily basis.

ll of this is entirely necessary. We need bold measures that protect businesses and put pounds in peopleâ&#x20AC;&#x2122;s pockets during an enforced economic shutdown. But we need to be thinking, too, of where we go next. When the virus recedes and the crisis abates, what will be left? And what kind of economy should we be seeking to build in Northern Ireland (NI)? A return to normal would be a mistake; even at the end of 2019, growth was anaemic, poverty was stubbornly entrenched, and the Northern Irish economy was smaller, in real terms, than it had been back in 2007. Business-as-usual was not working before â&#x20AC;&#x201C; it definitely wonâ&#x20AC;&#x2122;t save us now. Instead, as we emerge from this crisis, we need to build back better, forging an economy across NI shaped by the principles of community and cooperation,

with inclusivity and resilience at its heart. We need this change, in part, because we will have no other choice. The â&#x20AC;&#x2DC;bouncebackâ&#x20AC;&#x2122; idea â&#x20AC;&#x201C; that we will see a large crash, followed by an equally rapid recovery â&#x20AC;&#x201C; is seeming more and more unlikely as economic estimates for the impact on Northern Ireland start to filter through. In early April, economists at Ulster 6OJWFSTJUZ FTUJNBUFE B GBMM JO PVUQVU across Northern Ireland through to June, with close to 250,000 employees â&#x20AC;&#x201C; 44% of the NI private sector workforce â&#x20AC;&#x201C; either placed on furlough or temporarily laid off. A week later, the Office for Budgetary Responsibility estimated an all-UK fall of 35%. Work by the Centre for Progressive Policy, mapping these figures onto local authority areas, found that Mid Ulster and Mid and East Antrim look set to be worst hit, with respective falls of 45%

and 40% in economic output. Even the least affected areas in NI, Belfast and Derry City and Strabane, are still looking at 30% falls in output. We are through the looking glass here. So where, then, should we be looking to end up? Our organisations â&#x20AC;&#x201C; the Centre for Local Economic Strategies, and Development Trusts NI â&#x20AC;&#x201C; have been working closely on developing policy and practice to progress more resilient local economies. Last year, we published a report, Time to Build an Inclusive Local Economy setting out a community wealth building approach to building inclusive local economies. The time has arrived to apply and develop this work. The ABCD of inclusive economies that we identified â&#x20AC;&#x201C; advancing community power, building local community wealth, commissioning and procuring for social value, and developing finance to support local economies â&#x20AC;&#x201C; is essential now, as we seek to rescue, recover and reform the Northern Irish economy. Indeed, as public officers, councillors, MLAs, the civil society sector, businesses and communities start to look towards this recovery and rebuilding process, it is crucial this agenda â&#x20AC;&#x201C; working on the ground in localities across Northern Ireland and Great Britain â&#x20AC;&#x201C; is embraced and amplified at scale. There is now a pressing need to develop, at scale, community wealth building strategies which advance plural forms of economic ownership, with a greater role for the social and democratic economy. In NI we already have the seeds of a more inclusive economy. We have some of the most progressive community development trusts and associations working across the UK and Ireland. Our reformed local government authorities can play an enhanced role in regeneration and economic renewal, deepening democracy and civic participation to deliver social change. An inclusive economy can be achieved when the public, social and commercial sectors mutually support and

develop one another and are unafraid to build relationships and share power. Of course, in these immediate moments and the coming months, our priority must be public health. But when it comes to recovery and building a better NI, we also need to recognise that this virus has presented us with a choice. Do we carry on doing things the way we had been doing them before? Going all-in on attracting foreign direct investment and hoping the wealth trickles down? Treating community and the social economy as a nice afterthought? Or do we build on the existing and untapped potential and ingenuity of all our communities and recognise that things could be different â&#x20AC;&#x201C; indeed, that they must be different? With high levels of public spending and a well-developed community sector in Northern Ireland, we have a massive and scaleable opportunity to build on existing inclusive local economy work and do things differently â&#x20AC;&#x201C; building an economy that truly works for all. This work needs to be progressed at all levels, from Stormont down, and from the community up. We owe it to each other to ensure this happens. From the importance of key workers, to the strength of community, to the power of the state, this crisis has exposed much that we cannot ignore. From this, there can be no return to business-as-usual.

Eye on Tourism

Tourism - The Transition From Crisis To Recovery By Gerry Lennon, Chief Executive, Visit Belfast

There is no question about it, Covid-19 has and will continue to have a seismic impact on the tourism industry, not just here in Belfast but across the whole world.

ur world has been turned upside down and forced us to think differently and act differently in the face of this crisis – instead of welcoming visitors with open arms, we’ve been asking them to stay away and our resident population, who support our hospitality industry on a daily basis, to stay at home. Visit Belfast has had to quickly adapt to the fast changing environment we found ourselves in – like many, working remotely to address the issues at hand, mitigating the impacts and protecting future business across the leisure, conference and cruise sectors. As the destination marketing organisation for Belfast, we care about our city, we care about the people that make this city their home and place of work; and we care about the tourism industry which has flourished over the last 20 years and become an important part of the city economy. Visit Belfast’s role at times like these is to provide leadership, supporting hospitality and tourism businesses in planning a pathway that will see a notable recovery that is both sustainable and responsible. Despite being amongst the most impacted, resilience has always been part of our tourism industry’s DNA. Tourism investment has seen our communities and quarters evolve and flourish with

their own cultural characteristics whilst the city centre has become increasingly cosmopolitan with bars, restaurants, hotels, galleries and visitor attractions. Our work to keep the Belfast City Region front of mind with our audiences in our core geographical markets through web, digital and social media marketing, blogs, ezines and newsletters, has continued with vigour and our reach and impact online continues to grow. Many of our partners have been quick to adapt too, demonstrating creativity and innovation through deliveries and collection services, virtual festivals and online tours, all of which have been gladly received in these strangest of times.

Building blocks for recovery Now, as we see restrictions across Europe, and indeed Great Britain and Ireland, starting to ease; we can move in to the recovery phase. And whilst the pace and size of any tourism recovery will depend as much on public health measures and national economic policies, we are ready to deliver plans and activity that will critically support our hospitality and tourism operators as they begin to reopen and resume business. The emerging consensus in rebuilding our tourism industry is that it starts closer to home – domestically, within the Island of Ireland and Great Britain. As air access opens up and connects us

to Europe and beyond, this will further ignite trips and accelerate recovery. For the time being, people will go where they can, probably within their own country, moving to where they can afford to go before the true restart in planning trips where they really want to go. It is, however, those destinations that truly understand people’s emotional state in their target markets that will recover the quickest. With the backdrop of anxiety and fear, the new marketing norm needs to be cognisant of what experiences our markets want and when. A question that’s also being asked is what will our industry look like as we embark on the road to recovery. As the days, weeks and months have passed, more

Eye on Tourism

pressure is being placed on business survival - government support is hugely critical. The Northern Ireland Executive’s Recovery Plan has provided some part of a framework for starting that recovery. The scale and complexity of the challenges ahead cannot be underestimated so the Northern Ireland Executive’s decision to engage with the industry and establish Tourism Recovery Steering and Working Groups is widely welcomed.

Fresh approach Long before lockdown, city destinations across the world were having a critical look at how tourism was impacting on them - could this ‘pause’ provide the opportunity to reset and rethink development for the betterment of the city? Tourism could, and really should care. A new breed of traveller was emerging too, demanding higher quality, authentic experiences, and sustainable, greener

solutions. Responsible tourism businesses and destinations who were more sustainable in their approach began to stand out. Resilience and sustainability are at the heart of Belfast City Council’s Belfast Agenda and our tourism industry has a part to play in the successful delivery of this. A renewed and refreshed focus on innovation, skills, business development and on supporting and encouraging our next generation of entrepreneurs will also be important for the future or

a more sustainable tourism sector. Together, we want to see Belfast flourish as an urban destination that provides for those who work and live here and meets the new needs of the traveller. Working in partnership has never been more important - we now need to become better connected and work harder together, listening, and engaging and delivering plans that will address the challenges ahead. Working closely with Tourism NI and Tourism Ireland, Visit Belfast

will seek out the opportunities for tourism to recover. Rebuilding the confidence to travel will be first. Improving access will also be key and needs to be central any national recover plan, whilst Belfast City Council’s designated year of culture @ Home2023 provides a welcome focus to work towards. In the short term, we will continue to support our partner businesses as they take the first steps to reopening, and promote appropriate health and safety guidelines. Promoting the Belfast brand, its people, their optimism, and energy remains a mainstay of our marketing messaging. Over the last 20 years, the city’s tourism economy has grown four-fold, generating £395m and supporting 19,000 jobs in 2018. As the gateway to Northern Ireland, Belfast’s recovery will be vital to the regional visitor economy and we and our tourism partners will do everything we can do to drive that recovery.

Eye on Law

DWF: Business Continuity â&#x20AC;&#x201C; Covid-19 and beyond â&#x20AC;&#x153;DWF is open for business in every location where we operate. We want to provide reassurance over the steps we have taken to prioritise the health and wellbeing of our people and their families, whilst continuing to provide the service our clients expect. Meet our senior Commercial team in Belfastâ&#x20AC;Śâ&#x20AC;?

Ken Rutherford, Executive Partner

Julie Huddleston

Partner, Head of Financial Services Julie advises Banks and Insolvency Practitioners on secured lending and corporate recovery matters. She holds Practising Certificates for NI, RoI, England and Wales and advises UK, Irish and overseas banks on secured lending, enforcement, corporate and property matters, including group arrangements and diverse financial structures. Cross-border lending is one of her specialities.

Julie also advises clients on corporate and commercial matters relating to all aspects of company law and corporate governance. Her experience expands a wide range of investment and corporate commercial work, including partnership and joint venture structures, company buy backs of own shares and mergers and acquisitions. julie.huddleston@dwf.law

Andrew Lightburn Head of Employment

Andrew is an experienced employment law expert who advises employers large and small and across a range of sectors on strategic employment issues as well as day to day employment matters which often include complex and sensitive matters. He also provides bespoke employment contracts and policies that are sector specific. Andrew specialises in employment litigation and advises and represents employers in the full range of claims in the Industrial Tribunal

ranging from Unfair Dismissal to complex discrimination and whistleblowing claims as well as large scale multiple Claimant actions. As well as employers, Andrew also acts for senior executives and directors in board room disputes and negotiating exit packages and where this is not possible acts for clients in related matters such as high value bonus claims. Andrew is dual qualified for both Northern Ireland and England & Wales. andrew.lightburn@dwf.law

David McNeice

Director, Head of Construction David is a construction law expert practicing in Northern Ireland, the Republic of Ireland and England and Wales, specialising in both contentious and non contentious construction, engineering, infrastructure and energy work throughout the UK and Ireland. He heads up core construction teams JO DIBSHF PG OVNFSPVT /&$ +$5 '*%*$ 18$ IChemE and ICE contract disputes and has been

involved in numerous adjudications, mediations, arbitrations and negotiation settlements. David has worked with some of the UK and Irelandâ&#x20AC;&#x2122;s largest public sector bodies and private clients, including the some of the UK and Ireland largest civil engineers. David is currently involved in some of the largest infrastructure or major projects in the UK, working on both contentious and non contentious aspects. He is an Associate Member of the Institution of Civil Engineers (AMICE), and %8' T SFTJEFOU JO IPVTF /&$ FYQFSU david.mcneice@dwf.law

Eye on Law

Julie Galbraith

Partner, Head of Real Estate and Retail, Food & Hospitality Julie is an expert in all aspects of real estate law with over 20 years experience. She acts for leading retailer and commercial occupiers, advising them in relation to their property requirements and portfolio management in Northern Ireland. She also represents a number of developers and investors, undertaking acquisitions and disposals with specific expertise in negotiating commercial and residential development agreements.

Julie has advised a number of investors and financial institutions in relation to their asset management with expertise in the management of shopping centres and retail parks. She has a vast knowledge of NI’s complex business tenancies legislation and regularly provides representation at the Lands Tribunal for Northern Ireland. julie.galbraith@dwf.law

James Morrison

Partner, Corporate & Restructuring As a partner in the DWF International Corporate team James has concluded a number of cross border M&A transactions and corporate matters, working closely with DWF counsel in the rest of the UK, Ireland, Dubai, Germany, France, Spain & Poland. Working alongside the real estate, construction litigation and renewables teams in the Belfast office, James is regarded as a trusted adviser to a wide

number of institutional lenders and bridging finance providers acting in Northern Ireland. He has a proven track record in secured and unsecured lending, security review, enforcement and asset sales. He also has considerable experience in advising local Insolvency Practitioners in relation to legal issues arising out of administrations, receiverships and liquidations. james.morrison@dwf.law

Alison Reid

Director, Banking & Restructuring & Insolvency Alison is a dual qualified lawyer specialising in banking, real estate and insolvency matters. She has PWFS ZFBST PG FYQFSJFODF PG BDUJOH PO CFIBMG PG B number of lending institutions in all secured lending matters and advises on enforcement of security. She is frequently involved in cross-jurisdictional matters. Her clients include insolvency practitioners who she advises on all insolvency-related matters - from

bankruptcies to administrations and receiverships. Alison acts on behalf of a number of commercial real estate clients, advising on the acquisition and disposal of assets, and on behalf of developers in the sale of residential developments. Her clients also include those buying, selling and re-mortgaging residential properties. alison.reid@dwf.law

Mark Taggart

Partner, Head of Commercial Litigation & Recoveries Clients rely on Mark’s advice across a broad range of property disputes, from landlord and tenant disputes, to property rights and professional negligence claims against contractors, professional teams, managing agents and solicitors. He also acts for developers and

in insolvency and debt matters in the High Court and Court of Appeal, which have on occasion included mis-selling and breach of duty claims in the financial services sector. On the corporate side, Mark has acted in a number of shareholder disputes and post-acquisition

commercial landlords in relation to planning disputes. A substantial part of Mark’s work is acting for local and national banks and leading insolvency practitioners

breach of warranty claims. He has also acted for charities in relation to substantial restructuring. mark.taggart@dwf.law

At DWF, one of our core values is Better Together and we have seen a fantastic response from our people, living our values and coming together to support each other and our clients.

To discuss how DWF can help your business, please do not hesitate to contact DWF’s Belfast office on T: +44 (0)28 9023 0230 or +44 (0)28 9027 0076. 43

Eye on Hospitality

Northern Ireland’s Hospitality Industry... – The Road To Recovery

It’s a simple fact that there’s no sector more profoundly affected by the Covid-19 crisis than Northern Ireland’s hospitality industry.

ne in four hospitality businesses could go under BOE KPCT DPVME

be lost and that’s a conservative estimate, according to Hospitality Ulster’s Chief Executive Colin Neill. “We were the first to be hit, we’re the worst hit and we’ll be amongst the last to recover. It’s as simple as that.” Neill, alongside NI Hotels Federation Chief Executive Janice Gault and Brian Murphy, BDO’s Managing Partner & Chairman and the chairman of the local Hospitality Industry Response Group are the three signatories of a comprehensive report

produced earlier this month. It’s a report that makes for stark reading, it paints an alarming picture of just how deeply the hospitality sector has been hit by the virus crisis but it also charts a way out for the industry, a way back to sustainability rather than profitability, providing government lends a sympathetic ear and supports the industry financially. The 22-page report talks about an industry which, up until a couple of months ago, was generating a £2 billion turnover, supporting

“I’m getting calls every day of the week looking for help, looking for advice, looking for information, or even looking for a shoulder to cry on. Believe me, I’ve had conversations with some very desperate people.”

Eye on Hospitality

THE HOSPITALITY SECTOR IN NORTHERN IRELAND THE ROAD TO RECOVERY 11 May 2020

TPNF KPCT BOE BDDPVOUJOH GPS B IFBMUIZ PG TQFOE GSPN burgeoning tourism numbers. Today, it’s an industry which stands to lose more than £1 billion of turnover this year alone, and which has already announced close to 1,500 redundancies. Colin Neill says that his mobile rarely stops ringing. “I’ve become more of a counsellor than anything else,” he says. “I’m getting calls every day of the week looking for help, looking for advice, looking for information, or even looking for a shoulder to cry on. Believe me, I’ve had conversations with some very desperate people.” Hospitality Ulster’s headline figures underline the potential catastrophe. Two our of every five restaurants, one out of four hotels and one of seven pubs may not re-open once the crisis has passed. “It really is a fairly conservative estimate,” says Colin Neill. “It’s based on a lot of different sets of data and it’s as accurate as we can get it. But it definitely errs on the conservative side. And it assumes that we’ll get back to some level of normality in September. That might yet turn out to be ambitious.” Looking to the future, tourism is one potential area of hope. There’s little doubt that, come later summer or autumn and even into 2021, so called ‘staycations’ will replace foreign holidays. “Oh yes, the potential is there,

but we have to be on our guard. The Republic of Ireland will be coming after our market, and the hotels offering down there, along with facilities like Center Parcs, make it an attractive prospect.” Local hotels, he says, are tentatively taking booking for later summer and autumn. “They’ve no option. They simply have to be able to do that, and have to hope that government will clear the way for them to be able to operate.” It helps to explain why Hospitality Ulster was among many business organisations to criticise the NI Executive for publishing its ‘road map’ towards economic recovery without adding any dates. “Dates would mean that our industry could plan. But, even more importantly, dates means that we can hope. And hope is absolutely crucial just at the moment,” he says. Colin Neill reckons that hospitality has been relegated to Stage 5 of the Executive’s Recovery Plan because of how the industry was...not what it can become. “I think it’s a bit facile,” he says. “Those behind this document were clearly working on an image of packed pubs, busy restaurants and hotels full of guests. Our industry is already doing the risk assessments, it is re-inventing itself. We’re all too aware that we can’t go back to how things used to be, not for some time. “So we’re working with other

stakeholders on a range of ideas, including a much better use of pavements and other outdoor areas. It’s being done successfully in other countries and it can work for us too.” Infrastructure Minister Nichola Mallon’s recent announcement of UIF QFEFTUSJBOJTBUJPO PG )JMM 4USFFU Gordon Street in Cathedral Quarter could be viewed as a positive indicator on the Executive’s support for the same line of thinking. To put it simply, social distancing – assuming it will be part of life for the foreseeable future – means that hospitality businesses have to face a future in which one third of their business will have to be taken away.

“Social distancing – assuming it will be part of life for the foreseeable future – means that hospitality businesses have to face a future in which one third of their business will have to be taken away.”

But the positive end of the 22-page report makes the case that it can be done, but not without substantial government intervention and support. “We’re talking though about getting back to business, to some level of sustainability, to breaking even but not to profit,” Colin Neill stresses. “If there is a will, there is a way.” The industry, in its report, has come up with a clear 12-point plan. Included are proactive industry moves like industry specific health & safety guidelines and the introduction of some form of ‘Covidsafe’ kite mark, aimed at reassuring customers reticent about returning to pubs, restaurants and hotels. But the report also calls for continued rates relief, a Business Suspension Fund for those who will take longer to recover, an extension of furloughing support, a Rent Hardship Fund as well as a cut in VAT and the abolition of Air Passenger Duty to encourage inward tourism. “We think it can be done. We know it’s not going to be easy. In fact, it’s going to be really difficult. But we have to hope,” says Colin Neill. “After all, this isn’t about the pubs, it isn’t about the hotels or the restaurants. It’s about the people who own them, run them and work in them.”

Eye on Internet

The problem with the certainty-seeking human instinct By Gareth Dunlop, Fathom.

Teller, of Penn and Teller fame, gives us a fascinating insight into the human decision-making process, with one of his most famous quotes: “When a magician lets you notice something on your own, his lie becomes impenetrable.”

hat is true of the conjuror’s act is also true of life. When we formulate a conclusion, and believe ourselves to have reached the conclusion through a full data set and flawless reasoning, we become wedded to the resultant belief, and rarely consider allowing a contrary view to penetrate our thinking. And never in our lifetimes have we had to draw conclusions so quickly about something for which we are so chronically underqualified as the current COVID-19 crisis. Did the government get its response right? Is it a hoax? What does the data really say? Are female politicians really doing a better job than their male counterparts? Is the science sound? How quickly might a population suffer lockdown fatigue? Has Bill Gates contrived the whole thing to become a trillionaire? Unless you are a unicorn comprising a statistician, an expert in big data modelling, a virologist, a public communications specialist and a behavioural psychologist, you don’t have all of the information you need in your head to draw the right answer. In fact, you are unlikely to have even a tiny percentage of the information you need to draw anything approaching an informed position on any of these issues. Yet in the newspapers, on websites and on social media channels, every day I read people who have drawn impenetrable conclusions. The iconic American comedian George Burns summed it up perfectly: “The problem with our country today is that the only people who know how

to run it are stuck driving cabs and cutting hair.” David Dunning and Justin Kruger explored this very issue in their seminal 1999 study Unskilled and unaware of it: How difficulties in recognizing one’s own incompetence lead to inflated self-assessments. It offers us a sobering conclusion – if you’re incompetent, you can’t know you’re incompetent. The skills you need to produce a right answer are exactly the skills you need to recognise what a right answer is. Many media commentators expressed views in February which doubtlessly privately embarrass them based on what we now know in May. Many more were silent during that month, not whispering a peep about COVID-19, yet simultaneously now criticize leaders for doing the same. It stands to reason than in 12 or 18 months when we may have escaped this, lots of commonlyaccepted knowledge today will look quaint and embarrassing when we have a fuller picture. As the brilliant Stephen Hawking reminded us: “The greatest enemy of knowledge is not ignorance; it is the illusion of knowledge.” In defence of the media, many of them have found themselves embroiled in a battle between freedom of speech and public health outcomes. Should Facebook ban David Icke’s conspiracy theory channel, thus contravening freedom of speech? Or should they keep it live, thus contravening the right of citizens to enjoy the best possible health outcomes? Should the BBC take an editorial position on conspiracies such as Bill Gates controlling the entire process so he can sell more vaccines, or that the virus came from a laboratory in Wuhan? If they do, they silence the views of some readers. If they don’t, they promote claims which are so extreme, they require huge amounts of evidence to justify, and which could lead to catastrophic health outcomes if widely believed.

It is impossible not to contrast the subtlety, nuance and statistical uncertainty (in the mathematical sense) with which scientists and chief medical officers speak, with the demand for black and white from certain sections of our press. Notwithstanding the omnishambles that is the UK government’s communications plan (assuming they have one), the media appear unwilling to accept that the world is complex, interconnected and ambiguous. COVID19, somewhat inconveniently for its human hosts, isn’t working to a business plan or a lockdown exit schedule. Our scientific leaders (however flawed or brilliant) don’t have all the answers because they’ve never encountered anything like this in their lives or careers before, the data they are dealing with is incomplete and evidence often contradictory. Bizarrely, we hanker for the certainty of worst-case scenarios over the uncertainty of the unknown. We want to take back control of the future, believing the lie that we were ever in control of it in the first place. Theoretically, in times of crisis the best expression of freedom is to do what you’re told by respected leaders and experts. In practice however, unless you live in New Zealand, identifying such individuals is proving more difficult than it should be.

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

Eye on Young Enterprise

NOT JUST RECOVERY, RENEWAL In a world of change, Young Enterprise is evolving. Carol Fitzsimons MBE, CEO, explains how the entrepreneurship charity is adopting new approaches and learning platforms to equip young people for the ‘new normal’ economy.

f ever there was a time when resilience, adaptability and teamwork matter most, this is it. These are just some of the qualities Young Enterprise Northern Ireland is dedicated to nurturing in our young people, helping prepare the next generation to achieve in a transformed world. No going back to ‘before’. The young are amongst the most affected by the pandemic; their schools closed, exams cancelled, learning and relationships disrupted. For students getting ready to enter the workplace or further education, there’s added anxiety. The 18-24 age group has been hardest hit in a contracting economy. An uncertain future awaits, bringing seismic impacts to the jobs market, workplace and society. Today, more than ever, our role of equipping young people with the agility and confidence to thrive is critical. Throughout the extended school and university closures, YE has continued to support students and institutions to ensure enterprise education never stops.

KeepLearning Young Enterprise NI launched the #KeepLearning interactive platform, providing free online resources to facilitate homelearning and keep students motivated, active and developing skillsets. Our engaging programmes are easily accessible from home; the ideal format for a generation of digital natives.

Each activity builds key skills for life and work, spanning the curriculum: planning, creativity, communication, time management, co-operation, flexibility, problem-solving, budgeting and, facing difficulties with a positive, proactive attitude. In exceptional times, we can’t underestimate the value of offering continuity of teaching, school activities and interpersonal connections beyond the home. Young Enterprise has turned challenge into opportunity by becoming a major portal for learning.

Bridging the gap Students will return to a changed learning environment. To make up for the long hiatus, schools are looking at a ‘Recovery Curriculum’ period. Young Enterprise will have our part to play in facilitating a breadth of learning, particularly in the skills that support resiliency and working with others. Homeschooling has meant more individual, self-led online learning. Partnering with educators, Young Enterprise can support students to recover capabilities in communication and collaboration, and regain momentum to actively re-engage in learning activity. Interactive and collaborate learning projects, such as the Company programme where a student business is created by young people, will support young people to re-engage in learning in an active way. Whether

this is in person, or through a blended delivery model. Enterprise education is transforming to focus on the qualities employers will seek postpandemic. We have expanded the interactive elements of our digital learning to mirror how companies are engaging during the pandemic. This blended enterprise education curriculum delivery will enable students to learn online and undertake projects with their peers, developing essential competencies.

New thinking Young Enterprise is part of the Junior Achievement global charity which has been asked to join the UNESCO Coalition on education to support countries affected by the Covid-19 pandemic. The Global Education Coalition launched by UNESCO seeks to facilitate inclusive learning

opportunities for children and youth during this period of sudden and unprecedented educational disruption. Young Enterprise is well positioned to learn from this experience of its global partners and work with them to develop a new blended support curriculum delivery model to ensure young people get the best opportunity to develop enterprise skills. Through unprecedented change, the Young Enterprise mission endures: “Connecting students, teachers, parents and volunteers; a community dedicated to fostering a culture of entrepreneurship and innovation across Northern Ireland.” In tough times we owe our young people the best chances for tomorrow.

Eye on Remote Working

Never one to miss a selfserving PR opportunity, Twitter has announced that its staff can work from home ‘forever’.

Working From Home Nine Reasons Why It Doesn’t Work

ut what if you’re not an immensely wealthy Californian tech company, earning billions for doing very little? What if your business is like the majority of others; great at what you do, but facing stiff competition within a crowded marketplace. In a competitive industry, every advantage counts. In that context, does it make sense to have all your colleagues working from home? Of course, working from home sounds great. And it’s the future, right? Everyone says so. But does it stack up in the real world, for most businesses? I think not. Suspend your shock that someone would argue otherwise, and let’s examine the nine contrarian reasons for NOT working from home.

we work with, nonetheless we talk, gossip, laugh and (sometimes) cry with each other. But we get along, bound together by our common purpose and a sense of camaraderie. Oh... and guess what, 15% of us will meet our lifepartners at work (sorry HR but it’s true).

3. Communication If you believe you can communicate just as well by email or WhatsApp, think about some of the real howlers of misunderstandings that occur due to a misplaced apostrophe or predictive text! And consider that when you’ve typed an email, you’ll have used 100 words, when ‘faceto-face’ half would suffice. This is because nuance, meaning and understanding can be best conveyed when talking in person, face to face.

1. Mental health issues For most people, working from home is being kept in isolation. Isolation is bad for your soul and damaging to your mental health. We’re social animals, and we need to be with other people. That’s why the most dangerous and violent prisoners get solitary confinement. Is that what we want for our colleagues?

2. Social life and relationships Many people depend on the social interactions inherent in going into work. While we don’t like everyone

4. Motivation If we’re honest, most of us can kissgoodbye to motivation when we work from home. The simple act of getting up at an appropriate time, getting showered and dressed for work, puts us in the right frame of mind for work. I wonder how many ‘work-at-homers’ end up in their jim-jams all day watching repeats of Friends? Just saying!

5. Distractions We’ve all been there; you’re on that

important conference call with a customer when the cat jumps onto the dining table (err... sorry your desk) and throws-up into your keyboard. Not pleasant and very off-putting. As well as feline-related distractions you can add noisy DIJMESFO UIF XJGF IVTCBOE EBZUJNF TV and your irritating neighbours.

6. Productivity At this point, it’s fashionable to say that so much more gets done when you work from home. Oh yes, productivity is soaring to unprecedented levels. But is it? Oh, there are plenty of spurious surveys on the internet, usually with the preamble ‘a recent survey says...’ but never any real hard data. And if there was actual evidence for increased productivity, why aren’t bosses demanding that we all work from home?

7. Interconnectedness Most businesses are a sophisticated ‘machine’ of inter-dependent human beings working together to achieve a common end, the manufacture of a product, the supply of a service, or sometimes both. My company, Quadrant2Design is a good example. We create exhibition stands for trade shows. Our people are designers, managers and production people with overlapping functions and responsibilities. Each person’s work

directly affects the next, which is why constant face-to-face discussion and communication is vital.

8. Culture The best companies to work for have an influential culture. People mould them, and they, in turn, mould people. You’re proud to be part of the company culture, and it enriches your life, no matter whether you’re a high-flyer or a ‘nine to fiver’. People who work from home are denied the rewards of taking an active part in this very human experience, leaving them alienated and disconnected. Why be so cruel to your colleagues?

9. Practicality Of course, if you’re an engineer, a refuse collector or a doctor, you’re too busy doing a real job, to worry about any of the above. What the Twitters of this world don’t realise is that for the vast majority of people, ‘working from home’ simply does not come into the equation, and never will.

Alan Jenkins is the Managing Director of Quadrant2Design, an exhibition design company located in Poole, Dorset, United Kingdom.

Eye on Insolvency

INSOLVENCY: how to spot it coming and what to do when it happens Tughans law firmâ&#x20AC;&#x2122;s insolvency specialist Toby McMurray analyses Chancellor of the Exchequer Rishi Sunakâ&#x20AC;&#x2122;s latest warning of recession and Business Secretary Alok Sharmaâ&#x20AC;&#x2122;s insolvency legislation changes.

he Business Secretary, Alok Sharma announced on 28 March 2020 plans to amend insolvency legislation in England and Wales to allow breathing space for directors to include the temporary suspension of the wrongful trading provisions from 1 March 2020 for three months which would apply retrospectively. However, these provisions are yet to come into force and do not apply to Northern Ireland. Where does this leave directors and their potential liability if they fall foul of the legislation? In â&#x20AC;&#x2DC;normalâ&#x20AC;&#x2122; circumstances a directorâ&#x20AC;&#x2122;s duties are owed to the company itself. Those duties are codified in the $PNQBOJFT "DU BOE JODMVEF To act within powers, i.e. within the rules of the company To promote the success of the company To exercise independent judgment To exercise reasonable care, skill and diligence The Chancellor of the Exchequer warned on 13 May 2020 that the â&#x20AC;&#x153;UK economy will face a significant recession this yearâ&#x20AC;?. In distressed circumstances the above duties continue to apply, however a directorâ&#x20AC;&#x2122;s duties will be owed, principally, to creditors rather than to the company. This shift starts to occur when insolvency becomes â&#x20AC;&#x153;likelyâ&#x20AC;? or â&#x20AC;&#x153;probableâ&#x20AC;?. The test for when a directorâ&#x20AC;&#x2122;s obligations shift is when the director â&#x20AC;&#x153;oughtâ&#x20AC;? to have known of the turn in the companyâ&#x20AC;&#x2122;s financial position and not when they actually became aware. It is therefore paramount that during this time directors are actively monitoring their cash flow and taking practical steps to mitigate the risk that their conduct may be criticised at a later stage. Such steps would include:

REGULAR BOARD MEETINGS which can take place remotely and should have up-to-date cash flow statements, recent monthly or other management accounts and appropriate projections CASH PRESERVATION and managing operations, expenditure and finance facilities to ensure that sufficient cash is available to meet ongoing requirements. CONTRACT REVIEW of existing contracts to understand the potential impact of COVID-19 and if payment terms can be re-negotiated or if onerous contracts can be terminated. REVIEW any planned discretionary expenditure and strategy to preserve value.

If directors, act reasonably, prudently and can see a route through to long term solvency for the company, they should feel comfortable continuing to trade. Indeed, premature action which causes an insolvency unnecessarily could harm the interests of shareholders and creditors and expose the directors to criticism. The recently published road map out of lockdown by the Northern Ireland Executive, while failing to provide dates will offer directors a guide for their sector at what stage they may be able to get up and running again. If a company is unable to weather this period and enters into an insolvent winding up or insolvent administration and they knew or ought to have concluded before the commencement of the liquidation or administration that there was no reasonable prospect that the company would avoid such a scenario the liquidator or administrator of the company can seek a court declaration that the director(s) wrongfully traded and have to make a

contribution to the companyâ&#x20AC;&#x2122;s assets. These are challenging and expensive applications. The court will not make an order for wrongful trading if, knowing there was no reasonable prospect that the company would avoid going into insolvent liquidation or insolvent administration, the director took every step with a view to minimising the potential loss to the companyâ&#x20AC;&#x2122;s creditors as he ought to have taken. Therefore, it is important that directors take all reasonable steps, such as those set out above during this time to document their decision making as they continue to manage the balance of their directors duties with taking steps to protect their business so that it can survive this challenging time.

Eye on News

Infracapital, the infrastructure equity investment arm of M&G Plc, has signed an agreement to acquire Fibrus, a fibre broadband network provider in Northern Ireland.

Equity Firm Acquires NI Fibre Broadband Provider Fibrus

nfracapital will acquire a controlling interest in the business and provide funding for the commercial roll-out. Fibrus was established by local Telecoms entrepreneur Dominic Kearns, and former Enet CEO, Conal Henry. Fibrus focuses on improving connectivity in suburban and semi-rural towns currently suffering with low average broadband speeds. The company recently delivered a successful pilot programme in Dundrum and plans to roll out Fibre-to-the-Premises (‘FTTP’) to over 145,000 premises across Northern Ireland. Infracapital will draw on its experience of fibre roll-out in other areas of the UK and Continental Europe, while Conal Henry and Dominic Kearns will provide extensive local telecoms experience to drive the company forward as it expands into new areas.

The investment in Fibrus will come from Infracapital’s greenfield strategy which seeks to build, deliver and operate essential greenfield infrastructure across Europe. There is a growing need for new-build infrastructure, in particular fibre broadband, to meet the changing needs of society and support long term economic growth. Andy Matthews, Head of Greenfield at Infracapital, said: “We are delighted to announce the acquisition of Fibrus and to play our role in delivering an increasingly essential service to society in tandem with delivering value to our investors. We are also particularly excited to announce our first investment in Northern Ireland. The investment is indicative of the significant opportunity to build, deliver and operate essential greenfield infrastructure across Europe, where we are

seeing a number of opportunities to deploy further funds in the coming months and years.” Conal Henry, Fibrus Co-Founder and Chairman said: “We are exceptionally proud to bring this investment to Northern Ireland. Alongside Infracapital, Fibrus now has the firepower to deliver, at scale and pace, our radical plan to transform the broadband landscape in the region. With this investment we will deliver the digital infrastructure that will transform our economy and our society. Fibrus is an organisation that is about being the best. We want to build the best networks, so we’ve recruited the best colleagues and partners and now we have attracted the best investors. I feel confident that this world class combination with Infracapital will achieve great things for a great many people.”

Post-Furlough...What Happens Next?

t the beginning of April, HR & Employment Law experts Copacetic Business Solutions made available a comprehensive Coronavirus guide for businesses through Business Eye NI. “Coping with Coronavirus – A Guide for Businesses” contains all the necessary information surrounding the Employee Job Retention Scheme (CJRS) and mitigation schemes, as well as guidelines for businesses on keeping with employer obligations and recent updates in employment law. The ‘CJRS’ or Furlough scheme is currently set to last until June 2020, but Copacetic Director Dylan Loughlin is encouraging businesses to start thinking now about their plans to resume operations.

Mr Loughlin said: “The nature of the Coronavirus Pandemic has meant that it has presented a number of unique barriers to business and left organizations with very little time to plan for them. We are glad that through our handbook and tailored advice we were able to assist our clients and the wider business community in navigating the current macro environment. “I would encourage businesses to get ahead by planning now for what happens next following the end of the Furlough Scheme, which is currently due to end on June 30th 2020.” “As well as our normal tailored advice, we have put together a ‘Next Step’ document, to assist with these preparations.”

“The guide will address the ending of Furlough, return to work, Lay-off & short term working (LOST) and redundancies and is available to download for free from our website.” Download the PDF version of “PostFurlough, What Happens Next?” from Copacetic Business Solutions here.

Eye on Media

DAVID TIGHE... New Man In Charge At NI’s Largest Radio Group David Tighe could hardly have picked a more challenging time to take over the Managing Director’s office at Bauer Media’s Northern Ireland operation, which comprises Cool FM, Downtown Radio and its sister station Downtown Country.

e started his new job in early April, amidst the dark days of early lockdown, and jokes that he hasn’t been able to meet very many people, members of the team and others, in person. He’s a man with a missionary zeal when it comes to the power of radio. He talks about it with an enthusiasm bordering on affection and he’s clearly excited about the future of the Northern Ireland radio stations he’s heading up. Just this month, he heard that the latest RAJAR industry figures gave the Bauer Media group a listenership of 731,000 in Northern Ireland, 517,000 of those tuning in to Cool FM, a figure which took Cool past BBC Radio Ulster for the first time in its history. “We’re putting out 400 hours of indigenous content every week from this building at Kiltonga Industrial Estate just outside Newtownards,” says David. “That’s a huge achievement, by almost any measure. “And we’ve been developing how that content is delivered from radio through to online and on to social media channels.” Cool FM, the flagship brand in the Bauer stable, has also been stepping outside of its usual comfort zone, setting the news agenda with a major interview with First Minister, Arlene Foster. “Our responsibility as a broadcaster is simple. It is to keep our audience entertained but also informed,” says David Tighe. “Good radio talks

to the people who listen to it. They’re engaged and it becomes almost a personal thing. It’s a very human kind of medium.” Tighe’s previous roles include that of Regional MD for South East UK at Global Media, owners of brand like Classic FM, Capital and Smooth, Programme Director at TFM Radio, a Bauer-owned group based in Newcastle Upon Tyne and serving the North East and Programme Director at Limerick Live 95FM in Ireland. “I loved the idea of coming here and getting a unique opportunity to lead radio stations which are loved and respected by their audiences in Northern Ireland. Cool FM has been broadcasting for thirty years and building up its listenership all the time, while Downtown Radio is a real Northern Ireland institution,” he says. Back in the mists of time, and in the very darkest days of the Troubles, Downtown Radio started broadcasting from its secluded Newtownards base (chosen because of its location outside PG #FMGBTU CBDL JO BOE became Northern Ireland’s very first commercial radio station. “We had local presenters who became household names back then, and we still have local presenters who are household names. Our stations have a real and tangible connection with the listening public here in Northern Ireland. “We believe that we’re very much part of the community that we

serve and that we can help to do good in that community. We’re here to entertain, we’re here to inform but it goes deeper than that.” One of his key challenges, he believes, is to maintain and build on the relevance of the output across the three stations. Cool FM’s output differs from that of Downtown Radio and Downtown Country, as its name suggests, differs again. “We have to keep thinking about who we reach, how we reach them and what we can do differently to make sure we’re as relevant as we possibly can be,” he adds. “Nothing stands still in this business.” The three radio stations broadcasting from Newtownards are inextricably local and rooted in Northern Ireland. And they started life under the ownership of a Northern Ireland-owned company. These days, David Tighe reckons that they’re fortunate to have the considerable strength of the Bauer Media brand behind them.

Still owned by the Bauer family and based in Germany, UIF HSPVQ PXOT TPNF magazines and 50 TV and radio stations. Elsewhere in the UK, these include Kiss, Absolute Radio, Magic, Jazz FM and Scala. As life starts to return to some level of normality over the coming months, it’s obvious that David Tighe will be keen to get out and meet as many listeners and customers as he possibly can. “Every month feels a bit like a year just at the moment,” he says. “I’ve been in this business for 30-odd years and I’ve never experienced anything like this. But I suspect I’m not the only one to feel that way! “But we’re confident about the future. In broadcasting, you get back what you put out and we’re getting a lot of really positive feedback at the moment. So we must be doing something right.”

Eye on News

Alastair Hamilton joins Danske Bank Board The former Chief Executive of Invest NI, Alastair Hamilton, has joined the Board of Northern Bank Ltd (Danske Bank UK) as a non-executive director.

r Hamilton led the trade and investment agency for over 10 years, leaving the post last year. Throughout his tenure he played a key role in developing and implementing economic strategies during and after the financial crisis, helping home-grown companies to expand and successfully attracting major foreign direct investment into Northern Ireland. Prior to joining Invest NI, Mr Hamilton held a number of senior management positions at BT, including Director of BT Health,

Director of BT Business and Managing Director of BT Business Ireland. During this time, Alastair also served for a year on secondment as Chief Economic Advisor to the First Minister of Northern Ireland. Gerald Gregory, Chair of Northern Bank Ltd, said: “I am delighted to announce Alastair’s appointment as a non-executive director. He has been a prominent and respected figure in the Northern Ireland business community for many years, and also brings with him a strong working knowledge of local government and the public sector.” Alastair Hamilton said: “I have always held Danske Bank in high regard and I am looking forward to working alongside my new Board colleagues, and the local senior management team, as we continue to support customers and navigate these challenging economic times. Danske Bank has a strong position in the marketplace

and will play a key role in getting Northern Ireland moving again over the months ahead and beyond.” Since the middle of March Danske Bank has approved around £200 million of lending to business

customers across Northern Ireland, with around £80 million of that support provided through CBILS and around £50 million through the Government’s new Bounce Back Loan Scheme.

Pinkertons Estate Agents Expands Service By Introducing Fixed Fee Online Only Property Sales

espite a freeze on the market, award winning Pinkertons Estate Agents has been busy launching the Love2Move Online Network into Northern Ireland. Operating out of two branches, Pinkertons Estate Agents has grown to become one of the most recognisable estate agencies, with 15 years’ experience in selling, letting and managing properties. By joining the Love2Move Network, Pinkertons has now become a fully hybrid estate agency. ‘Pinkertons with Love2Move’ offers clients a fixed fee online only service costing just £895 and it sits alongside and compliments their existing methods of selling properties; full-service traditional estate agency and auctions. Victoria Pinkerton, Managing Director of Pinkertons Estate Agents, said: “We have always aimed to do things differently at

Victoria Pinkerton and Peter Morrison from Pinkertons Estate Agents with Georgina Cox of Love2Move.

Pinkertons Estate Agents and being part of the Love2Move Network clearly demonstrates that approach. Online only

transactions are increasingly becoming more popular to certain sectors of the property market, and by introducing a fixed fee

online only option allows us meet the needs of those segments.” Pinkertons with Love2Move is aimed at sellers who want greater control and have the time to manage the selling process, but, and perhaps more importantly, want to ensure their home is valued correctly by an experienced local high street agent rather than by someone who isn’t familiar with the local market and may provide inaccurate, lower property valuations. “Pinkertons with Love2Move provides clients comfort knowing that their property value is verified by an experienced and local high street estate agent who has an established track record and can generate maximum return and a speedy sale” Ms Pinkerton continued.

Eye on Communications

Creativity in a Crisis – How to roll with the punches By Jacinta Parkhill, Director – Creative Services at Morrow Communications

‘Iron’ Mike Tyson famously said, “Everybody has a plan until they get punched in the face.”

ost businesses were no doubt equipped with plans for growth in 2020 designed to take advantage of new opportunities and to meet the changing needs of clients, consumers and colleagues. The global COVID-19 pandemic has been a mighty punch in the face for all those plans and strategies. Without warning and without choice, brands and businesses have had to adapt to a global crisis that no one saw coming. Like in the boxing ring, having taken this blow, how you respond next is critically important. In Tyson’s case no doubt it involved getting off the ropes and out of immediate trouble, catching your breath, rethinking your strategy and coming out fighting once again. No matter what recovery strategy businesses adopt, communications must play a central role in helping companies to stay connected with customers, colleagues and stakeholders at times like these. With every business facing similar issues, how can brand communications roll with the punches and creatively connect with target audiences:

ADAPT YOUR STRATEGY Don’t ditch your communications and marketing strategy because the environment has changed. Look at ways you can adapt it to fit your current circumstances. A simple way to look at strategy is to consider ‘who, what, where, when and how’. Who are your audiences, what do you want to tell them, where and when can you reach them and how can you best use marketing tools to do so.

a flurry of ‘unprecedented’ and ‘the new normal’ clichés, be direct, clear and relatable - but don’t lose sight of your brand’s unique personality.

GO DIGITAL Social media graphics, on-line learning tools, webinars, infographics and email campaigns – can all bring your message, stats or data to life quickly and effectively – and deliver valuable engagement.

GIVE IT MOTION Whether a message from a CEO or safety information for customers, video and animated graphics can create eye-catching content and are great ways to communicate complex information in an easy to digest manner.

MAKE IT AUTHENTIC Authenticity is more important than perfection, but it is still important to maintain a level of quality that reflects a brand’s values. Self-shot video that is professionally edited can bridge that gap and deliver an authentic message but with a little spit and polish.

LISTEN UP So many more people are listening to podcasts while they are exercising and spending more time at home. Podcasts are a great way to communicate expert advice or opinion from a range of contributors. They can also be a fast and effective communication tool – particularly in a time of crisis.

MESSAGING Tone and sincerity are the most important factors to consider when communicating during a crisis. Amidst

TAKE YOUR EVENT ONLINE Switch your traditional face-to-face event to a virtual venue which allows

“Communications must play a central role in helping companies to stay connected with customers, colleagues and stakeholders at times like these.”

you to network, listen to experts, take part in panel discussions and do all the things you would normally do at any event. Use an events expert to help you attract your audience, organise speakers, prepare content and choose the best technology to deliver a really memorable, interactive experience.

Morrow Communications is a creative communications agency delivering PR, graphic design, video production, events and digital marketing across the UK and Ireland. Get in touch to find out how we can help you stay creative and stay connected.

BE A FORCE FOR GOOD Brands will be remembered for how they acted during this crisis. Communicate to customers and colleagues on the ways in which you are making a difference and acting responsibly – perhaps through supporting charities, producing essential food or equipment or introducing safety measures for example.

MorrowCommuncations.com +44 (0) 28 9039 3837

Eye on News SUPPLIES.COM

Business Eye Designer Diversifies Into Safety Equipment What do you do when you can’t order a sanitiser unit to help protect your retail employees when they are sold out UK wide? Solution: Manufacture your own with the right people.

aul Beattie of Hexagon Design has been involved with the production of Business Eye for close to 20 years. When the Covid -19 crisis struck, it forced a rethink of day-to day operations for everyone. Paul has partnered with a team of craftsmen in the kitchen and fitout industry to help market an idea of building a quality mobile unit which outclasses the makeshift tables many retailers were forced to improvise with.

When there isn’t the option of a mains water supply to offer hand soap washing, mobile hand sanitiser stations are the perfect solution. These hand sanitising stations assist with the government’s advice with hand sanitising in the wake of the COVID-19 outbreak. The sanitising solution is kept in the storage cupboard below the pump, meaning it is quick and easy to replace when empty. A replacement 5 litre solution can be stored on the bottom shelf and locked away.

Three models are available, ranging from an entry level unit with a manual plunger to the premium model with a motion sensor unit (pictured), making the process touch-free. And of course being a designer, Paul is keen to help out with any branding and decals being applied to personalise the end product. A large supply of KN95 face masks offering 95% filter performance has also been sourced. The company is also close to launching their own brand of CE approved sanitising liquid.

www.nicovidsupplies.com

Four local organisations boosted by Henderson’s first Community Cashback Grant

housands of members of the public have had their say on the recipients of a local retailer’s first ever Community Cashback Grant, launched to help charities and community groups to

continue their good work during the COVID-19 pandemic. Tiny Life NI, Mae Murray Foundation, Belfast Homeless Services and Flourish NI are the four organisations which will receive a share of the first £5,000 donation from Henderson Group, owners of the SPAR, EUROSPAR and VIVO brands in Northern Ireland. The Group’s £20,000 Community Cashback Grant was launched last week and received applications from hundreds of deserving initiatives and charities, which went towards a public vote. Over 5,000 votes were cast for Tiny Life NI to receive £2,000 and Mae Murray Foundation, Belfast Homeless Services and Flourish NI receiving £1,500, £1,000 and £500 respectively. Bronagh Luke, Head of Corporate Marketing at Henderson Group said each recipient has made an enormous contribution to their communities, especially since the start of the pandemic; “We’re passionate about supporting local community groups, charities and initiatives at Henderson Group, and

the global pandemic has made the work they do even more important yet brought more challenges. “Tiny Life NI received the most votes from the public. The organisation has been struggling to provide their breast pump loan service, which is vital towards enabling mums with premature babies to feed with their breast milk, so essential funding is required to increase their pump kits capacity to meet the demand. £2,000 will secure an extra 100 pump kits for service users.” The Mae Murray Foundation, which provides experiences that aim to improve the quality of life for individuals and families living with disability, medical conditions or sensory disorders, has moved their outreach online and need funding to cover volunteer expenses and adaptations of their equipment and services. Belfast Homeless Services has experienced a huge surge in demand for its drop-in centre providing food, clothing, toiletries and advice to the homeless and vulnerable. Their grant will be used to meet this demand

so that no family or individual goes without during the pandemic. Finally, Flourish NI has a mission to ensure every survivor of human trafficking has access to long-term support services, with face to face contact an important element of these services. Due to the implications of COVID-19, many of these essential services are simply no longer available. The funds donated by Henderson Group will help provide mobile phones, tablets and mobile top up data packs to keep communication going digitally. Bronagh finished; “these grants will help those people most in need in our local communities right now, and we look forward to rewarding even more as our Community Cashback Grants are donated to 12 more community groups and charities over the coming weeks.” Organisations can apply via the Henderson Group website, and finalists will be announced each Thursday via SPAR and EUROSPAR NI’s social media channels. Each Grant winner will be announced the following Monday.

Eye on Tourism

A Partnership Approach Can Re-Launch NI’s Tourism Industry Easter should have been the start of the main Tourism season, a season which was expected to build on the growth over the last few years.

By Dr. Joanne Stuart, Chief Executive, Northern Ireland Tourism Alliance

igures that are available for the first 9 months of 2019, showed a 9% increase on 2018 and with major campaigns planned for the new experience brand ‘Embrace a Giant Spirit’ we saw new businesses ready to enter the market and investments made by existing tourism businesses to maximise the anticipated opportunity. Instead, the impact of Covid-19 brought Tourism to a halt and income dropped to zero virtually overnight. The last few months have been about survival especially as businesses were coming out of the quietest part of the tourism calendar. But as we work through all of the financial support schemes, the tourism industry is looking to the future and working on how we re-open and start rebuilding. With the first steps being taken to on the NI Executive’s Road to Recovery, there is light at the end of the tunnel, however, it is not clear how long that tunnel is. In England and the Republic of Ireland, dates have been identified for each phase of the recovery and this has given the public confidence to plan overnight trips which has translated in an increase in accommodation bookings. The establishment of the Tourism

Recovery Steering and Working groups by the Minister for the Economy is a welcome and important step in planning the re-opening of the industry and setting the direction and strategy to rebuild the industry in a changed world. Any plan has to address a number of challenges in the first instance. Current sentiment research shows that social distancing is the most important priority for visitors, followed by measures that maximise cleanliness. To address this, clear guidance, supported by scientific input, is required. Industry is working across the UK and Ireland with the aim to create a common set of guidelines that will be developed into a recognisable KITE mark, with associated training for staff and education for visitors. Financial viability and sustainability is a key consideration for business. Given the physical distancing requirements and the associated measures to be implemented, costs incurred will be higher and a lot of businesses will struggle to operate at levels that will generate enough income. We know that the International market is unlikely to DPNF CBDL VOUJM .BSDI "QSJM BOE therefore a flexible support package is required over the longer term. This

will also impact on the number of staff that businesses can support in the early stages of re-opening and therefore on-going flexible support through the job retention scheme will be necessary. Industry will require time to get ready to re-open and ensure that measures to address social distancing and hygiene are implemented, bringing staff out of furlough and ensuring staff are trained. Having an agreed timeline, albeit with the understanding that it could change dependent on the health situation, also provides time for expectations to be managed with the public and provide clarity on what will be available, what the public will be able to do and how to behave. Ultimately, tourism is about attracting visitors. We need to address their concerns about making plans to get out an about as well as promoting our experiences and attractions. The KITE mark will help to reassure visitors and this must be supported by properly resourced marketing campaigns. Campaigns to our home, RoI and GB markets will be essential to secure business for the remainder of 2020 with campaigns to keep Northern Ireland at the front of mind of international visitors to ensure we have a good

2021. This will require a doubling of our current marketing spend focused on our experience brand Embrace a Giant Spirit. In addition, we need to address the decreased capacity of our regional connectivity, both sea and air, which will be a barrier to rebuilding our GB market. This is critical for consumer confidence and our reputation as a destination that is easy to get to for both leisure and business tourism. Aviation has been one of the hardest hit industries and given our geographic location we will be severely disadvantaged. Serious consideration must be given to the abolishment of Air Passenger Duty on short haul flights and funding to support route development. There are lots to do, but with a Minister who recognises the importance of Tourism to our economy and is committed to rebuilding the industry, and an industry who are determined to re-open and revitalise tourism once more, we have a partnership that can make it happen. Once the date is agreed for tourism to re-open we would ask the public to embrace their giant spirit, get out and explore all that Northern Ireland has to offer and support our local tourism businesses.

Eye on News

Cancer Fund for Children Receives £10k Lifeline To Support Vulnerable Families

Newry recycling company, Re-Gen Waste, has donated £10k to Cancer Fund for Children (CFFC), to help keep its essential support going during Covid-19.

s a result of the donation, CFFC can continue to provide children and young people with much needed individual support and run its group work, during lockdown. Like many charities, a major impact of the pandemic is that the Charity is now experiencing a financial crisis. 90% of their income is derived from fundraising, made possible by the generosity of the public. With cancelled fundraising events and corporate and community fundraising at a complete standstill, Coronavirus has had a catastrophic impact.

Phil Alexander, CEO of Cancer Fund for Children said; “Unfortunately, we have had to temporarily close our therapeutic short break centre Daisy Lodge, however we have adapted our working practices to ensure at-risk families are kept safe and we will continue to accept referrals for support. “Due to the generosity of organisations like Re-Gen, we have been able to retain four of our Cancer Support Specialists, who will deliver individual and group support to children and young people online and by phone, helping to reduce isolation, respond to any worries they may have and crucially connect them with other young people experiencing cancer. “They will also continue to run our choir, online video seminars, parental support and offer ongoing advice. Re-Gen’s kind donation will ensure there is continuity of support during this crisis.” Joseph Doherty, Managing Director of Re-Gen Waste said: “Cancer Fund for Children is one of our nominated charities that we support on an ongoing basis, so when Phil reached out to us for help, we gladly reciprocated. “Cancer and how it affects children and their families, will not stop during this unprecedented crisis, we want to ensure these children and young people are not abandoned, as we know the issues they are facing are so complex for themselves and their families.”

Email fundraising@cancerfundforchildren.com for details on how to make a donation.

Local community groups get support from Moy Park

oy Park has partnered with community groups around each of its sites in Northern Ireland to donate almost a thousand

meals a week to those who need it most during the COVID-19 pandemic. The healthy and nutritious meals, which can be heated up at home, have been created by Moy Park’s culinary team in Craigavon and will be distributed by Good Morning Ballymena in Antrim, The Simon Community in Portadown and Armagh, STEP in Tyrone and Via Wings in Dromore, Co Down. Last month, Moy Park donated over 3,000 meals to the Resource Centre Derry. Several businesses have donated produce for the meals such as vegetables, bread and sauces, including Kerry Foods Portadown, Wilson’s Country, The Flavour Works, Irwin’s Bakery, Daily Fresh, Kendal Agencies from Newtownards, Griffith Foods and Newlywed Food. The

packaging has been donated by JMC Packaging Ltd in Craigavon. Speaking about the donations, Moy Park’s Head of Culinary, Aaron Dixon; “Each of these organisations provide vital outreach services to the most vulnerable people in our local communities and we are keen to offer whatever support we can at this difficult time. We are so grateful to the ongoing generous donations from other food and packaging companies who are helping us meet the demand for extra meals. It great to see everyone – from local businesses to our own chefs, kitchen staff and volunteers – going the extra mile to support and protect vulnerable people.” The Simon Community is one organisation benefiting from the meal donations. Simon Community is Northern Ireland’s leading homelessness

charity, providing shelter and support for vulnerable individuals across 21 accommodation projects situated throughout Northern Ireland. Arlene Irvine, Accommodation Manager at Simon Community said: “The generous donations received from Moy Park go a long way to helping our team support individuals experiencing homelessness. For someone with limited funds, the gift of food means an awful lot and allow our staff to build relationships and trust with clients. At our Portadown and Armagh projects, our onsite chefs are using the donations to keep clients fed and entertained by encouraging meal preparation participation. The development of such independent living skills help ensure that clients can maintain a tenancy moving forward.”

Eye on Health & Safety

Covid-19: Managing workplace return Michael Smith of Michael Smith Recruitment (MSR), specialists in Environmental Health & Safety recruitment to the Engineering, Manufacturing and Waste Management sectors, discusses the practical steps companies will be required to take, as people return to work.

efore any work recommences, management should consider appointing a Covid-19 Compliance Officer, to conduct a revised risk assessment and identify and manage any additional safety and health hazards in the workplace. Employees are genuinely afraid for their own safety and their families’ safety, so firms are having to implement robust Health & Safety strategies to ensure staff are protected on their return to work. Policy on travel to work, social distancing, staggered shifts and proper sanitisation facilities, will need to be implemented. As people and organisations get accustomed to remote working it is likely that 100% office-based working will be a thing of the past. For many workers, it is likely they will split their time between working from home and the office. Large companies may open regional hubs and provide co-working spaces, so that employees are not concentrated together in one central office. Measures for a gradual and phased return to the workplace will necessitate social distancing measures remaining. It appears that companies across most sectors are planning to adopt the same three basic practices including; social distancing, hand hygiene and temperature testing. Organisations will have to make further significant changes in the workplace such as partitioning workstations, closing canteen areas where staff congregate or staggering lunch breaks, zoning sites and factory floors for contract tracing, limiting or controlling access through enclosed spaces, introducing split shifts and limiting the number of people on-site. It also might be the case that people

are asked to wear face masks, as a socially mandated accessory. To prevent the spread of Covid-19 workplaces will be regularly deep cleaned, surfaces and objects (e.g. telephones, keyboards) will be disinfected daily, sanitizing hand rub dispensers will be placed in prominent places and frequent handwashing will be promoted. From the onset of the pandemic, many of the forward thinking, essential businesses in Northern Ireland have already introduced all of these measures, including temperature testing. Before their employees are permitted to enter the workplace, their temperatures are taken to ensure they do not have a fever. If they do have a temperature, they are sent home to self-isolate. The pandemic has also necessitated a new level of digital literacy for everyone and where some people previously avoided using tech tools in the workplace, we have had no choice but to adapt. In some cases, workers are becoming more efficient and using technology has introduced a more agile way of working and communicating with colleagues. Face to face meetings have moved to MS Teams, Zoom and WhatsApp and communication on construction sites and factories is being carried out via two-way radios. Time recording systems are getting upgraded to facial recognition or retina scanning, webinars are being used instead of training courses and recruitment is being held online. General feedback from workers is positive and they enjoy the flexibility and the reduced costs associated, such as travel and lunch costs. Some

companies have begun to consider downsizing office space to reduce their rent obligations. Allowing staff work from home is an easy solution and one that’s less painful than layoffs. Most businesses are focused on how they can pay and retain their current staff and are not focussed on hiring right now. So, when compelled to implement transformative change, in order to comply with guidance from the Health & Safety Executive, that’s where companies like ours can offer support. MSR has joined forces with O’Reilly Training Services to create a set of bespoke return to work guidelines for smaller business. This involves rewriting risk assessments and method statements and creating Standard Operating Procedures, for return to work. Health & Safety teams have seen

their workload increase significantly in the last month, as they prepare to bring staff back to work. To meet that demand, MSR can support by providing businesses with part-time Project Safety Officers, to update safety systems for Covid compliance; trained Covid-19 Compliance Officers, on short term and permanent contracts and permanent Health & Safety Officers, to help cope with the increased burden that Health & Safety teams are experiencing. While many of us simply want things to return to normal, the reality is that we are going to have to adapt and change our systems and processes for the foreseeable future. We can turn this challenge into an opportunity to build workplaces of the future that are responsive, flexible, resilient, and most importantly, people centred.

Eye on Law

“Before the coronavirus caused many retailers to temporarily close their doors, our research found that UK retailers were busy investing in reconfiguring stores for the modern consumer.”

Changes In Store: Reconfiguring shops for the modern consumer

s retailers focus on negotiating terms with their landlords in the current economic climate, and take a step back to look at what a phased approach to re-opening stores might look like, it is worth considering how retailers saw the shape of their physical store estates changing, before the coronavirus hit. The high number of store closures in recent years has led some people to pronounce the end of the modern retail shop, but retailers confirm that this is far from true. It will continue to play a vital part in the retail mix, but retailers also say the current format needs to change. Retail space has evolved significantly in the last decade. With ecommerce and home delivery services moving from novelty to everyday, consumers have more choice than ever before. Retailers are having to adapt to this new reality, and will also now be anxious to see the long-term impact of the coronavirus and lockdown on consumer spending habits. We interviewed 100 top retailers to find out exactly how the retail space is shifting. 38% thought that stores were becoming more important while 82% thought they had not lost any relevance.

All about the experience Looking regionally, 31% of UK retailers expected to increase the number of stores

they had in Northern Ireland, and only 13% expected to make reductions. In order to remain relevant, retailers aim to offer customers more of a comprehensive experience in-store, allowing them to tick off multiple tasks in a single trip and do more than buy products. This will extend from grocery and food stores offering a spot to get a bite to eat or coffee, to home stores offering expert advice and consultancy services. Interestingly, this could see a lot of retailers co-locating with other brands in order to get more customers through the door. This picks up on a wider theme of increasing collaboration in the retail sector that we have been seeing during the pandemic.

Embracing innovation The research also revealed that consumers are likely to see an influx of new technologies in their local stores in the future. Retailers have been embracing a number of innovative solutions in order to increase footfall and radically enhance customer experience. The top solutions that retailers plan to offer are virtual mirrors, virtual reality and facial recognition technology. While the first two are aimed at making shopping more immersive, facial recognition can also help store operators improve customer data capture and crime prevention.

Different roles, different skill sets We are all now familiar with customerfacing in-store automation like self-service kiosks. Retailers plan to invest further in ways that automation can help streamline their operations, such as suggesting items to shoppers, managing stock and dealing with customer queries. This means that traditional retail jobs are going to have to change too. Humans are still absolutely critical to good customer service, but different skills are likely to be prioritised. The retailers we spoke to thought that communication, product knowledge and customer relations were going to be the most valued skills in the coming years. You can learn more by reading our full report, ‘Mission Impossible? Reconfiguring stores for the modern consumer’. Visit www.tltsolicitors.com/retail

CONTACT: Judith Allen Real estate partner at TLT LLP judith.allen@tltsolicitors.com 0333 006 1591 www.tltsolicitors.com

Eye on Law

TLT advises Alpha Real Renewables on acquisition of eleven wind projects in Northern Ireland UK law firm TLT has advised Alpha Real Renewables on its entry into the Northern Ireland (NI) energy market with the acquisition of a portfolio of NIRO accredited 250kW operational wind turbines.

he portfolio of eleven NIROC accredited wind projects is one of the largest privately owned distributed wind portfolios in Northern Ireland. Located across NI, it presented an opportunity for Alpha Real Renewables to acquire an established portfolio in what is a fragmented market. The buyer is the Wind Renewables Income Fund. The acquisition required TLT’s clean energy specialists to draw on their in-depth sector knowledge, asset know-how and understanding of the NI energy market. The team carried out due diligence in respect of the corporate, property, planning and commercial aspects of the transaction, and advised on the corporate transaction documents. The TLT team was led by corporate partner Andrew Jennings and head of clean energy Maria Connolly, supported by partner Kevin Murphy, associate Grant Edwards and chartered legal executive Nick Rains. This is the fifth acquisition that TLT has advised Alpha Real Renewables on. Andrew Jennings, corporate partner at TLT, says: “This is a significant transaction in the NI market. Not only is it rare for portfolios of 250kW to come to market, but this portfolio represented a good investment opportunity with the sites accredited for 4 NIROCs per MWh, stable PPAs and the potential to repower and extend site leases in the future. We’re delighted to be able to

support Alpha Real Renewables with the extension of its portfolio into NI.” Maria Connolly, head of clean energy at TLT, says: “While the uncertainty around the future renewables policy in NI might be affecting new developments, the M&A market is buoyant – particularly where investors can access a portfolio of NIROC accredited assets, like this one. The growth of Alpha Real Renewables’ portfolio, and the fifth acquisition that we’ve worked with them on, is representative of the wider market message – the market remains viable as we work towards achieving net zero.”

For information about TLT’s clean energy specialist team or corporate services, please contact Andrew Jennings, Partner, TLT andrew.jennings@tltsolicitors.com 0333 006 1217

Eye on Law

Worrying Increase In Hit & Run Incidents Despite Lockdown A marked increase in ‘hit and run’ incidents during the COVID-19 lockdown has been leaving car owners out of pocket, according to a firm of solicitors.

n mid-April, the PSNI reported UIBU EFTQJUF B SFEVDUJPO JO traffic flow due to the COVID-19 lockdown, they had arrested 103 people for drink or drug driving offences in the fortnight prior. The PSNI reported that arrests were made by police officers on patrol and at vehicle checkpoints as well as following calls from members of the public, shop and security staff and in some cases, from concerned family members. In the same period, Brian Moylan, Owner of Hanover Motors in Craigavon has also seen an increase in ‘hit and run’ accident damage repairs for his customers. “As more people are working from home and have increased the amount of grocery shopping

Brian Moylan, Owner of Hanover Motors

Olivia Meehan, Legal Services Director of JMK Solicitors,

over the past few weeks, we have seen a rise in the number of people who have come to us to fix their cars that have been damaged whilst in car parks and unoccupied. In the past it was always the case that you would

see damage caused by the driver hitting small bollards and the like, but in the last month we have seen over 15 cars involved in ‘hit-and-runs’. And it’s not just a little scuff, there are some seriously expensive repairs being required. Never in my time at Hanover Motors have I seen such an influx of this. I can understand with people’s finances being stretched to breaking point that no one wants to admit to causing, or pay for, the damage and I would predict these types of incidents will increase.” “There seems to be a reluctance to making a claim on your insurance, people seem to think they will ruin their good no-claims record, but with some damage being well over the policy excess it might be a false economy not to have the car repaired properly. Certainly, for the person who has been hit it is a terrible additional cost for them to have to face at this time.” “I would urge anyone who has caused an accident with a

parked and unoccupied vehicle to leave their details for the owner to be able to contact them to get insurance details. It is the decent thing to do.” Olivia Meehan, Legal Services Director of JMK Solicitors, commented, “With the increase in ‘hit and run’ incidents taking place across the country, we urge businesses, especially supermarkets, to co-operate with the PSNI and insurance claims investigators by providing CCTV footage without delay to ensure that owners who have had their cars damaged are not losing out by being forced to make claims on their own policy, particularly during this time of financial uncertainty for many.”

Established in 2003, JMK Solicitors assist clients from all over Northern Ireland. To contact JMK Solicitors, please call 028 9032 0222 or visit www.jmksolicitors.com

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Eye on Motoring

Charles Hurst Land Rover Unveils New Hybrid Models Charles Hurst Land Rover has added the latest, all-new hybrid SUV models to its range.

he Land Rover Discovery Sport and Range Rover Evoque feature PHEV (Plug-in Hybrid Electric Vehicle) technology, delivering their capabilities quietly and effectively. The hybrid SUVs deliver optimum performance and efficiency, at ease in every habitat from smart city streets to rocky mountain trails. The brand-new Plug-In Hybrid Range Rover Evoque boasts a contemporary interior, distinctive coupĂŠ-like silhouette, innovative technology and allweather capability. With up to 41 miles of emission-free driving, the Evoque is a sophisticated and modern vehicle. Also available from Charles Hurst Land Rover, is the all-new hybrid Discovery Sport. The versatile, compact SUV is the perfect family

all-rounder. With a high- level of personalisation available, the Discovery Sport can be tailored exactly to your tastes. The interior finish is premium, yet practical, with a range of options including

DAB radio, satellite navigation, rear-view camera and smartphone integration. Styled like a signature Land Rover, the Discovery Sport is the most aerodynamically efficient Land Rover yet.

Charles Hurst Land Rover is still here to serve their customers during these difficult times. While the showroom is closed until further notice, the dedicated Land Rover team are working remotely to answer any questions you may have. The new hybrid Discovery Sport and Range Rover Evoque can be ordered remotely from Charles Hurst Land Rover, with delivery starting from July.

To find out more about the new Land Rover Discovery Sport and Range Rover Evoque, please visit charleshurst.com/ land-rover

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Eye on Motoring

Coronavirus & The Car Industry

The worldwide coronavirus pandemic has had a devastating impact on the global car industry.

actories have been mothballed, dramatic stock market falls have hit almost every carmaking firm, sales have all but disappeared and major motor sports events have been cancelled. But life is gradually returning to the industry. Jaguar Land Rover, whilst calling for support from the British Government, has successfully restarted production using social distancing measures and dealerships are hopeful of being allowed to re-open along with other â&#x20AC;&#x2DC;non-essentialâ&#x20AC;&#x2122; retail outlets. Meanwhile, Ford has restarted

production at its engine plants in England and Wales and Bentley has been ramping up production at its plant in Crewe. Thereâ&#x20AC;&#x2122;s also a spot of innovation going on..... The PSA Group, which owns CitroĂŤn, DS, Peugeot and Vauxhall, has introduced a new â&#x20AC;&#x2DC;Complete Anti-Bacterial Refreshâ&#x20AC;&#x2122; service. The ÂŁ99 service includes a comprehensive cleaning of a carâ&#x20AC;&#x2122;s air conditioning system, replacement of the carâ&#x20AC;&#x2122;s pollen filers, internal and external disinfection of the vehicle and a 29-point inspection of key parts. New car sales in the European 6OJPO GFMM CZ ZFBS PO ZFBS in April, the biggest drop since records began, according to data from the European Automobile Manufacturers Association (ACEA). With lockdowns in effect across most of the EUâ&#x20AC;&#x2122;s 27 member states (which no longer includes UIF 6, KVTU DBST XFSF TPME DPNQBSFE UP JO

April last year. In total, car sales in 2020 are down 38.5% across the EU in the first four months of the year compared to 2019. Italy and Spain were the worst-hit EU

countries, with tighter lockdowns in both prompting sales to fall by BOE SFTQFDUJWFMZ Sales in France fell 88.8%, XJUI (FSNBOZ EPXO

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Meanwhile, on the motor sport front, plans were hatched to hold not one but two â&#x20AC;&#x2DC;behind closed doorsâ&#x20AC;&#x2122; Formula 1 grand prixs at Silverstone in July. But

a final decision on these will depend on whether the British Government agrees to waive its 14-day quarantine period for those arriving into Britain from abroad.

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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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Business Eye May June 2020

Articles inside

Belfast On The Comeback Trail