Business Eye Jan Feb 2024 by Buckley Publications

Issue 230 Jan/Feb 2024 £2.50 Voted best Business Magazine in Ireland and Magazine of the Year for Northern Ireland

The Faces Of Family Business Features:

From Zero To Hero Belfast’s Tourism Story

New Horizons - The Future Of Packaging

Cyber Warriors - NITEC Step Up The Pace

SCAN ME

Contents

Jan/Feb 2024 ISSUE 230

Top Award For 10 HM’s Sophie

Sustainability – The 28 Future Of Packaging

Sophie Maguire, a forensic accountancy specialist at Harbinson Mulholland in Belfast, was the inaugural winner of the Employee of the Year Award at November’s AIB Business Eye Awards.

Business Eye joined forces with fast-growing West Belfast based Biopax to stage a Round Table Discussion event held at the Biopax boardroom at its plant in Springvale Business Park, looking at the challenges facing both the packaging industry itself and the business sectors that it supplies.

Companies House 11 Cleans Up Its Act Change is coming for local companies in the shape of the Economic Crime & Corporate Transparency Act. James Boyd of MKB Law talks to Business Eye about the forthcoming legislation.

Leading With Logic

Donal Laverty of Baker Tilly Mooney Moore looks at how local organisations need to change the way they look at the workplace and their people. Flexibility is the new name of the game.

The Faces Of 20 Family Business The latest venture for the NI Family Business Forum, jointly run by Harbinson Mulholland and Ulster University Business School, is a series of televised interviews with some of the people who make family businesses tick here in Northern Ireland.

From Zero To Hero – Belfast’s Tourism Journey

Marie-Therese McGivern might be a new appointment as Chair of Visit Belfast, but the former Principal and Chief Executive at Belfast Met feels as though she’s come home to a sector she’s long been associated with. Marie-Therese and Visit Belfast’s CEO, Gerry Lennon, chat to Richard Buckley.

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

PGR Acquires Dinsmore & Co

PGR Chartered Accountants, a digital accountancy practice based in Belfast, and QuickBooks’ Strategic Partner for Northern Ireland, has extended its offering to clients in the Co. Antrim area with the acquisition of Dinsmore & Co.

Cyber Security – Raising The Threat Levels

A chat with the management team at Nitec Solutions is always an illuminating experience. But it can also be sobering, even alarming. Nitec, based in Antrim’s Technology Park but with business customers all over the country, isn’t just one of Northern Ireland’s leading technology partners, it has also carved a strong reputation as one of the leading authorities on cyber security issues.

Business Leaders Forum

A stellar line-up of business leaders from various sectors of the Northern Ireland economy take a look at their hopes – and fears – for the year ahead.

Creative Partnerships 82 Take Centre Stage Powerful partnerships between the corporate and cultural worlds took centre stage at the 2024 Arts & Business NI Awards in Belfast’s Lyric Theatre this week. Two North West organisations took home the top awards at the ceremony, attended by over 200 guests from business and the arts.

Editor Richard Buckley Commercial Director Brenda Buckley Business Development Manager Ciara Donnelly

Design McCadden Tel: (028) 9024 2228 www.mccadden.co.uk

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

The DUP’s decision to return to Stormont and allow for the return of the devolved administration here can only be good news for business and the economy in Northern Ireland.

Comment

“Every Minister settling into his or hew new role, and having to adjust from doing very little to working long hours, will have a myriad of issues to tackle.”

hilst business goes on with life whatever the external circumstances, there’s little doubt that the broader economy, particularly investment, is in a better place when the Executive and Assembly is in place. We can all look at what’s happened in two different ways. There are many who will lament why it took the DUP so long to accept that it wasn’t going to get a game-changing deal from Westminster and come back to Stormont. The party’s two-year boycott caused an enormous amount of damage to the region but, in the end, only cosmetic changes have been made to the Northern Ireland Protocol and/or Windsor Framework. On the other hand, others will say that Sir Jeffrey Donaldson deserves enormous credit for having the courage for cut his losses and lead his party back into a power-sharing administration that will include a Sinn Fein First Minister for the first time. He did that, what’s more, against the background of bitter and sustained opposition from some hardline loyalist quarters. That opposition is likely to drag on for a period of time, and it’s important that Sir Jeffrey and the DUP are given the support they need to face it down. Now that devolution is back, all of the issues facing Northern Ireland won’t be swept away by a magic broom. Every Minister settling into his or hew new role, and having to adjust from doing very little to working long hours, will have a myriad of issues to tackle. The old cliché about a full in-tray doesn’t really do it justice.

Richard Buckley EDITOR Irish Magazine Editor of the Year 2005

Think of the colossal challenges facing a health service that lags miles behind the Scottish one, for example. Consider the hard choices in education and the broader fiscal headaches facing the new Finance Minister. None of it is going to be easy and there will inevitably be spar, arguments and fall-outs amongst the parties. What we absolutely must avoid, though, is any repeat of the earlier Sinn Fein boycott or the just-ended DUP one. Boycotts, let’s face it, rarely achieve anything. In the short term, let’s hope that the current rash of strikes can be brought to a halt. One of the first tasks for the new administration, and no party will step out of line on this one, is to sort out the public sector pay increases using the money promised by Chris Heaton-Harris. Let’s hope also that our new team of ministers can hit the ground running and let’s hope that they can make the hard decisions that are so badly needed and that they don’t avoid anything which might have an impact at the polls come the next election. We have all wanted to see the return of devolution. What we’d all like to see even more is effective, working devolved government that can make a real difference. Wishful thinking? Perhaps.

Eye on News

Version 1 hosts Northern Ireland Secretary of State at Belfast office

ersion 1 has hosted a visit to the organisation’s Belfast office by the Secretary of State for Northern Ireland. The Rt Hon Chris Heaton-Harris heard how the technology company, which partners with a range of public and private sectors organisations, would like to have Northern Ireland as a significant contributor to its ambitious global growth strategy. Discussions took place on growing its presence and building the business up in the region in the future. The Secretary of State also met with participants in Version 1’s Digital Skills Academy, a scheme run in conjunction with the Northern Ireland Department for the Economy, which has provided a rich seam of talent for the organisation. It upskills graduates or career changers from any discipline through an 18-month programme covering technical and consultancy skills training. Version 1 has been a key economic driver in Northern Ireland in recent years, helping customers achieve their digital ambitions and improve efficiencies

through a range of digital services. It has worked with the Department of Justice on its AccessNI Disclosure System, with the Department of Agriculture, Environment and Rural Affairs to support its programme of digital transformation and with Land and Property Services to deliver a range of digitally integrated solutions. Secretary of State for Northern Ireland Chris Heaton-Harris said: “Northern Ireland has a fantastic reputation for digital skills and innovation, and firms like Version 1 are a great example of this. Their digital services support important work across Northern Ireland, and I was particularly interested to hear about the work of their Digital Skills Academy, which is fostering the next generation of local digital talent. Such programmes ensure that Northern Ireland will continue to be a key player in the sector.” Lorna McAdoo, Head of ESG and Version 1’s Northern Ireland operation said: “We were honoured to host the Secretary of State for Northern Ireland at our Belfast headquarters this morning. Our Northern Ireland office plays a vital

Conor McColgan, Chief Revenue Officer at Version 1; Lorna McAdoo, Group Director Environment, Social and Governance and Head of Version 1’s Belfast office; and Rt Hon Chris Heaton-Harris, Secretary of State for Northern Ireland.

role in servicing Version 1 clients both within the region and across the world, and we’re committed to growing its prominence in the years to come. It is testament to the close collaboration between government, education, and industry that we have been able to build such a capable and innovative base here in Belfast and visits such as this help cement those relationships. We are particularly

pleased with the success of our Digital Skills Academies which have unearthed a new pipeline of talent and added considerable value to our customers.” The Secretary of State’s visit preceded his meeting with the Northern Ireland Software Alliance, an industry body which provides a voice for the sector in the region and of which Version 1 is a founding member.

Cordovan Capital Management announces BLK BOX investment Belfast-based private equity firm Cordovan Capital Management has announced a significant equity investment into BLK BOX Fitness Ltd.

his is the eighth investment closed by its institutional fund vehicle, Cordovan Capital Partners II LP, and the seventeenth investment made by the group over the past several years. Headquartered in Newtownabbey, Northern Ireland, BLK BOX is a manufacturer and supplier of highquality gym equipment and accessories, selling its products to a global customer base including some of the most recognisable names in the sport and

Ben Stocks, Managing Director, BLK BOX; Daniel Anderson, Partner, Cordovan Capital Management; and Greg Bradley, Founder and Sales Director of BLK BOX

fitness industry including PureGym, Irish Rugby and Manchester United. The investment will see Daniel Anderson of Cordovan and experienced investor-director Keith McDermott join BLK BOX’s board of directors.

Daniel Anderson, who founded the Cordovan investment fund alongside Mike Irvine in 2020, commented: “I am delighted to welcome BLK BOX into our dynamic and growing portfolio of SMEs. This is a successful local business

that employs 80 people and exports its products globally, so it was a compelling and straightforward investment case to support the next stage of its journey with a significant package of financial and strategic support. “The company’s rapid growth from humble beginnings in 2012 is testament to the experienced leadership of both Greg Bradley and more recently Ben Stocks, both of whom I look forward to working with in the years ahead.” Greg Bradley, founder of BLK BOX, commented: “We are delighted to have completed this investment into the company which will allow BLK BOX to continue to expand its operations. The investment from Cordovan represents an exciting new chapter in BLK BOX’s story as it continues to grow and further establish its brand and product offering across the globe”.

Eye on News

Northern Ireland Investment Fund Backs Titanic Hotel Development

The Northern Ireland Investment Fund (NIIF) managed by CBRE’s Lending team, has provided a £28 million development finance loan to JMK to facilitate the development of the Hamilton Dock Hotel site, within Belfast’s Titanic Quarter.

n completion, the prominent site will comprise a 228-bed Aloft Hotel and Residence Inn Aparthotel, operated under a Marriott franchise agreement: JMK Group.by Marriot. Additionally, it is aiming to achieve a BREEAM Excellent status, with an EPC A and LEED Gold ratings. The development is strategically located in Belfast, near the Titanic Exhibition and SSE Area, and the delivery of the asset will support tourism in the wider area – addressing a shortage of modern and sustainable stock in the Belfast hotel market. The investment opportunity aligns with the strategic objectives of the Northern

Ireland Investment Fund to enable real estate development projects that support innovation, businesses, energy efficiency, low carbon energy generation and job creation. This project will deliver an estimated 130 jobs – including 60 jobs during the construction phase and 70 full-time jobs in the operational hotel. Construction has now commenced on the hotel site. The NIIF recently increased in size from £100m to £150m, with the Hamilton Dock Hotel loan marking the fund’s largest loan since its inception. Herbin Duffield, Director at CBRE said: “When the Northern Ireland Investment Fund (NIIF) launched in 2018 there was

sufficient debt liquidity and supply of new hotel developments in Belfast. The pandemic and rising interest rates have tested those conditions, and supply and debt liquidity is now more constrained.” “NIIF is addressing market failure and providing debt funding that will create jobs in a key regeneration area in the city’s Titanic Quarter by delivering a hotel with strong environmental and sustainability credentials. Having explored a range of funding options and solutions for this site, we are delighted to have committed a loan facility to finance the delivery of this project.” Zain Kajani, Director at JMK added: “We are pleased to have the funding in place and break ground at the JMK group’s first hotel in Northern Ireland, adding further depth to our hotel portfolio in the UK and Republic of Ireland, and aligning with our expansion strategy and forward-thinking approach to drive sustainability. The hotel/

aparthotel will be branded Aloft & Residence Inn by Marriott. The combination of the international brand and the asset being in a prime location in front of the Titanic Museum, which is Belfast’s number one tourist attraction, will ensure the hotel & aparthotel have a bright future ahead. “Furthermore, the asset will be one of the greenest hotels in Northern Ireland with BREEAM ‘Excellent’ and LEED ‘Gold’ credentials aligning with the group’s sustainable strategy. The financing from the Northern Ireland Investment Fund and approach by CBRE were crucial to ensuring the successful delivery of this project.” Tughans acted as solicitors for JMK who were advised on the debt by Gordon Davidson at FJJ Consulting. A&L Goodbody were the legal representation for the Northern Ireland Investment Fund.

Eye on News

Hagan Homes Commences Largest Project in the Company’s History

Pictured are (l-r) Trevor Kennedy, Director of Construction, Hagan Homes and (r) Albert Lennon, Site Manager, DB Building Contracts.

Ballyclare-headquartered Hagan Homes has begun Phase 3 of its Enler Village development in Comber, Co. Down representing a £9.5m investment from the homebuilder.

his significant milestone marks the company’s participation in its largest project to date, building on the success of Phase 1 and Phase 2 of the scheme. Enler Village is the work of a consortium project that commenced in 2018. It features 900 homes across a 112-acre site. Once completed, the Enler Village development in Comber will provide for not just 900 homes, but a business park, nursing home, sheltered accommodation, creche and retail units. Additional features include linked pedestrian facilities with Comber Town Centre, a decorative focal monument on

Coarse Hill and an extended salt marsh. The Enler Village, Comber Consortium of construction companies includes Hagan Homes and Antrim Construction Company (ACC). Collectively they have invested £150m in the project. The Hagan Homes development, off the Newtownards Road and just minutes from Comber town centre, is a mix of two-bedroom apartments, three-bedroom townhouses, and semi-detached and detached homes, with pricing for these homes ranging from £185,000-£225,000. Phase 3 brings forth an additional 56 homes, further enhancing the vibrant community that Enler Village

has become The visionary design of this phase incorporates the latest Ember PS Smart Heating Control System, USB double sockets, and an extensive electrical specification while each kitchen in this development features underlighting, floorlevel mood lighting, and various appliances. These are just a few of the modern elements in the scheme. White-fitted bathrooms and ensuites, thermostatically controlled showers, and high-quality ceramic tiling add more convenience and style. James Hagan, Founder and Chair of Hagan Homes, said, “We are thrilled to unveil our ambitious plans for the third phase of the Enler Village development. It offers residents the opportunity to live in the desirable countryside village of Comber while enjoying a wealth of amenities, facilities, and activities. With our meticulous attention to detail and a team of top architects and building

professionals, Enler Village guarantees a home of which to be proud. “After a meticulous four-year journey, we are thrilled to embark on this third stage, extending a warm invitation to prospective homeowners eager to embrace the beauty of this location and the modern convenience of our homes.” To date, Hagan Homes has completed 56 homes in Phase 1 and 2, with each phase executed seamlessly. Phase 3, comprising 56 additional homes, is now in progress, and the first homes are expected to be completed by March 2024. The efficient construction process will create 50 jobs, contributing to the growth of the local economy. Ballyclare-based Hagan Homes is an award-winning company that has built over 5000 homes across Northern Ireland since it was established 35 years ago.

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Eye on People

Employee Of The Year Title For HM’s Sophie

Sophie Maguire, a shining star at Harbinson Mulholland for 8 years, has been awarded the prestigious Business Eye “Employee of the Year” award.

ast year, Sophie made a brave decision to step down from her role as Financial Controller, a position she had worked incredibly hard to develop. Her desire to explore a new role in the forensic accounting team, led by Partner Dearbhail Beatty, not only demonstrates her courage but also her strategic vision for her career. Sophie’s remarkable journey, dedication, and transformation are a source of inspiration to everyone at Harbinson Mulholland and reflect the ethos of the firm’s leadership to continuously encourage and develop good people, who have a total commitment to the firm’s 3 core values of excellence, service and care. Sophie commented “I feel the partners have always put

their trust in me and this has given me the confidence to take on this new challenge. It has helped me develop aspirations I might not have considered” The partners support and acknowledgment of Sophie’s change of role highlight the firm’s commitment to nurturing talent and adapting to the evolving needs of its employees. Sophie’s proactive approach in identifying the right person to replace her and restructuring the department reflected her dedication to ensuring a smooth transition and the continued success of the team. Senior Partner Darren McDowell commented “The recognition of Sophie as the “Employee of the Year” at the Business Eye awards is a welldeserved accolade, further affirming

her invaluable contributions to the firm. Her journey serves as an inspiration to others and a testament to the positive and supportive culture at Harbinson Mulholland, where employees are

empowered to make bold career choices while contributing to the firm’s long-term success. Her role in building the future of the firm underscores her importance as a key player in shaping HM’s trajectory”.

Eye on Law

Change Coming As Companies House Cleans Up Its Act Local companies of all shapes and sizes will face new responsibilities under the new Economic Crime & Corporate Transparency Act 2023 which passed into law at the tail end of last year.

he Act, with wide ranging powers to enable the prosecution of companies for a range of fraudulent activities and economic crimes, might appear not to impact on many law-abiding organisations but it will deliver new responsibilities for all of us. That’s the warning from James Boyd, a key member of the corporate and commercial team at Belfast city centre law firm MKB Law. “Where a lot of local businesses will see the effects of the new legislation is in their dealings with Companies House. In fact, the Chief Executive of Companies House, Louise Smyth, has described the legislation as the most significant set of changes ever to impact on the agency,” says James. “It’s all part of a crackdown on criminal and fraudulent activity in the corporate world, a lot of it driven by criminals from well outside of this jurisdiction. But, as a result, the legislation and its measures amount to a major spring clean for Companies House. “Take a look through the Companies House data and you’ll have found any number of clearly fictional names being used as directors, as well as PO Box addresses given for companies. There were clearly major issues and the system was definitely being abused. “The new legislation sets out to clean up the database and to punish those who have been abusing the system through a suite of powers to investigate, query and reject information provided to Companies House.”

James Boyd, Corporate and Commercial solicitor at MKB Law

Amongst the forthcoming changes, which will impact on every company that files its details with Companies House, are the introduction of identity verification checks for directors, persons with significant control, authorised signatories and individuals filing documents at Companies House. “It’s one straightforward means of stopping users from making a mockery of the register, as well as preventing it from being a playground for fraudulent activity,” adds James Boyd. “At the same time, it is no longer permissible for companies to hide behind PO Box addresses. Under the new legislation, an “appropriate” registered office address must be provided to Companies House as well as an email address, not for publication but for contact purposes.”

In addition, companies are to be asked to make a declaration of lawful purpose....an official pledge, if you like, to act within the law. “Existing local companies will find that they will need to provide this information the next time that they file their confirmation statement to Companies House. Those setting up new companies will be required to provide more information during the incorporation process.” The new legislation also creates new powers for the authorities to continue to counter money laundering, including the ability to seize, freeze and recover crypto assets. “Companies House has also been given the power to share company data with all other government departments as well as crime agencies,” James adds. “There’s an old hymn with the

line ‘Thy dross to consume, and thy gold to refine’ and it’s fairly appropriate in this case, I reckon. “In a lot of ways, this new legislation is all about getting rid of the dross – and there is plenty of it – and refining what the companies’ database is all about. “So, for most companies here in Northern Ireland, this should be a simple process. But, like anything else, if anyone has any concerns, seek advice from your accountant or solicitor earlier rather than later.” The new Economic Crime & Corporate Transparency Act is described as the biggest set of changes and modernisations to affect Companies House in its 180-year history. “It brings how the UK handles company information right up to date,” says James Boyd. “And that’s something that was badly needed.”

Eye on Finance

TIME TO STEP UP TO THE PLATE! Restoration of Stormont Executive can drive economic growth It’s a staggering thought that our devolved Assembly in Northern Ireland has been suspended for almost five of the last seven years.

Judith Totten MBE, Founder and Managing Director, Upstream

guess we’ll never know the extent to which the local economy has been hampered as a result of our political challenges. However, as I write this there is good news! After two years of political paralysis, it seems we might just be on the cusp of a restoration of our political institutions, with agreement eventually having been struck between the DUP and the British Government over the former’s concerns about post-Brexit trade. On the basis of our experience of how things tend to work in Northern Ireland, it’s conceivable there could be some sort of economic package to address our ongoing challenges within the public sector and to promote job creation. Assuming we can get our political structures operating successfully, this could be a real turning point for the region as a whole. I read with interest the Winter 24 outlook produced by Ulster University’s Economic Policy Centre which forecasts economic growth of 0.8% this year and 1.1% next year. The report predicts that the Northern Ireland economy may be stuck in second gear. But one thing we know in this part of the world is that a dash of good news, sprinkled with renewed

optimism can go a long way. That’s why a potential return to government could be a major gamechanger. Just a few months ago Northern Ireland Minister, Steve Baker – speaking at a two-day conference hosted by the Department for Business and Trade, the NIO, and Invest NI - said businesses from around the world are coming to Northern Ireland because “they want to invest in the region.”

traditional boundaries. Often the first question we ask is: “what could you do if you had unlimited cash?” For us, the answer is a crucial indicator of whether a CEO, business owner or director has the stomach and the vision for what it takes to be successful. The good news is that access to cash no longer needs to be a growth inhibitor.

“Assuming we can get our political structures operating successfully, this could be a real turning point for the region as a whole.”

Foreign and direct inward investment is a key element in driving economic growth and prosperity within Northern Ireland, but we mustn’t overlook the role our indigenous businesses will play too. With unprecedented access to the UK and European markets, the world is our oyster – if Central and Regional Government step up to the plate and provide us with the political certainty and financial incentives that can create the conditions for growth. At Upstream we positively encourage our clients to push

In fact our growing team at Upstream is the indisputable validation that unlimited capital does indeed drive growth. As evidence of how local businesses are turning increasingly to us for funding support, last year we almost quadrupled our book size. Within that growth we are supporting a range of corporate and SME business owners with ambition to scale and diversify across the manufacturing, wholesale, distribution, and service sectors. In a context where access to funding using so-called traditional models

can be constrained, one of the things our customers like most about us is that, at Upstream, we make decisions locally and fast – even if that’s a no. More than that we partner with our clients through the provision of innovative, tailor-made solutions that are shaped around a client’s specific circumstances and opportunities – not by their historical performance. At Upstream, we specialise in structuring scalable, innovative, and increasingly large-scale working capital solutions for ambitious businesses where growth, and development is being constrained due to insufficient and unimaginative funding. We are also more frequently collaborating with our Banking colleagues to find really creative solutions that complement our clients’ needs - which really is the ‘win: win’ scenario for all parties. If you have major growth ambitions, locally or globally, that are being constrained by lack of cashflow, we’d love to talk.

Eye on People

Leading with a new logic

By Donal Laverty, Consulting Partner at Baker Tilly Mooney Moore

It’s been said that an effective organisation is a community of human beings, not a collection of human resources. This has never been truer than now.

hen once there was a mechanistic element to operating a business or large organisation, today we see businesses as multifaceted ecosystems that reimagine and reinvent themselves over time, rather than machines with linear systems and controls. The pace of change in this direction can be challenging, but there is excitement to be found as hierarchies are reimagined, employees gain more autonomy, and many excel in jobs that didn’t exist 10-15 years ago. With that, however, brings the need for leadership with a new type of logic. The fundamental characteristic of an ecosystem is that it is complex and at times chaotic. That can seem overwhelming in the context of running a business, but leaders should embrace new operating styles and nurture a culture of change and evolution. One area where an embracing and adaptive style of leadership is required is the development of multigenerational workforces. We are an ageing population that is working longer, retiring later, and in some cases outliving our actual job roles. This changes the lifecycle of an organisation, and brings differing expectations from multiple generations of employees, generations who have all been shaped by different social and

economic factors. Keeping all those individuals happy and productive is therefore a challenge. In these cases, it is the employers who successfully combine the talents and diverse outlooks of all employees that will positively enrich their productivity levels. An older person’s skillset, experience, and general outlook on life exposes younger people to new perspectives, as they often take a different approach to problem solving and can have a more resilient attitude. Young people, comparatively, bring fresh ideas and enthusiasm in a world of rapid digital transformation, but having been brought up and educated differently, can have accelerated expectations in the workplace which have no doubt been exacerbated by the pandemic and ongoing talent shortages. It is the leaders that seek to capitalise on the similarities that do exist in a multigenerational workforce and promote effective social dialogue across a team of Traditionalists, Baby Boomers, Millennials and Gen Z that will best mobilise, maintain, and manage their evolving ecosystem. This multigenerational workforce is just one change in how we do things. It’s also about how we work, where we work, and when we choose to do it.

All of this has shifted and is no longer simple or linear, requiring organisations and leaders to be malleable, receptive to change, and to wear their leadership role loosely.

Eye on Energy

Power NI brightens up Tyrone GAA’s Healy Park with LED lighting upgrade Power NI has recently supported Tyrone GAA with an LED lighting upgrade at O’Neills Healy Park in Omagh through the energy supplier’s Lighting Solutions scheme.

Following their LED Lighting Solutions upgrade at O’Neills Healy Park, Omagh, Power NI’s Key Account Manager John Edgar (left) is pictured with Tyrone GAA Treasurer, Niall McKenna (right). For more information on the upgrade, visit powerni.co.uk/lightingsolutions

enowned for hosting Championship football for both Club and County GAA, O’Neills Healy Park is a GAA stadium in Omagh, home to Tyrone GAA and Omagh St Enda’s football club. Recently, Tyrone GAA took the decision to upgrade the lighting at the stadium, not only improving the health and safety for players and spectators, but also to become a greener facility, championing sustainability. Tyrone GAA turned to their electricity supplier, Power NI, for help and in response they arranged an energy audit with their in-house experts for O’Neills Healy Park. This involved assessing the light usage throughout the facilities and gathering consumption statistics from the facility. The data allowed the Power NI team to prepare an upgraded lighting design for Tyrone GAA, calculate the predicted savings and create a payment plan through their

electricity bill, spread the costing of the upgrade over their three-year energy contract. Power NI led the project from start to finish, ensuring there was no disruption caused during installation and all old lighting was recycled. Inefficient lighting was replaced with new LED lighting, internally and externally throughout O’Neills Healy Park, creating a brighter and safer environment. The upgrades included light fittings in the stand, around the terrace area, hallways, changing rooms and within the tunnel that leads out to the pitch. Niall McKenna, Treasurer for Tyrone GAA, commented on the lighting upgrade: “The new LED lighting gives a better quality of light than the old halogen systems and patrons have been commenting very favourably on the improved illumination.” Niall also commented on the Power NI Lighting Solutions scheme: “Because of

the mechanics of the scheme, we didn’t have to find the initial outlay for capital cost, so we can spread that over the three years of our Power NI electricity contract. Then after year three, we’re really into the cash savings of roughly about £7,000 a year that we can invest back into the GAA in Tyrone. In addition to the cost savings of the scheme, we have estimated that there would be more than a 50% reduction in the carbon emissions from the new system, which is a further benefit in our sustainable vision for the stadium.” John Edgar, Key Account Manager at Power NI, and project manager for the Tyrone GAA lighting upgrade said “The Lighting Solutions scheme with Power NI is a great way for commercial customers to essentially retrofit any premises they have with LED lighting. This is a costeffective way to move into a sustainable, greener future. Lighting Solutions projects also offer an option for businesses to

spread the cost of an upgrade as opposed to putting up capital expenditure.” The lighting upgrade is one part of Tyrone GAA’s efforts to lowering their carbon footprint and becoming more sustainable. As a result of the Power NI Lighting Solutions upgrade, Tyrone GAA has successfully reduced its stadium energy consumption by over 60%. Their annual consumption has now decreased by 24,701kWh, which is equivalent to 5.8 tonnes of carbon.

Power NI offers businesses an opportunity to upgrade their lighting in a cost-effective, feasible and hasslefree way. Get in touch today to find out if you are eligible for a Power NI Lighting Solutions upgrade, email Lighting@powerni.co.uk or visit www.powerni.co.uk/lightingsolutions to find out more about the scheme.

Brighter Business Bigger Savings Reduce your lighting costs by up to 70%* with a Lighting Solutions upgrade from Power NI 7R ƬQG RXW PRUH DERXW D OLJKWLQJ XSJUDGH IRU \RXU business, email lighting@powerni.co.uk *Upgrading from conventional lighting to LED technology can GHOLYHU VLJQLƬFDQW FRVW VDYLQJV RI XS WR IRU D EXVLQHVV (Source: UK Government, Department for Business, Energy and Industrial Strategy). Lighting Solutions only available to Power NI commercial customers.

Lighting Solutions 17

Eye on News

Nine companies from Northern Ireland make the 2023 Deloitte Technology Fast 50

Nine companies from across Northern Ireland have made it on to this year’s Deloitte Technology Fast 50 list, which celebrates innovation and entrepreneurship in the technology sector on the island of Ireland.

ow in its 24th year, the programme ranks the fastest growing technology companies based on revenue growth over a four-year period. At the awards in Dublin, global business finance and savings platform Swoop was named the fastest growing technology business on the island of Ireland. The top placed company from Northern Ireland was Belfast-based conversational AI solutions provider Syndeo at number three on the list. Cumulatively, the 2023 Fast 50 winners generated over €3 billion in total annual revenues, employed more than 8,800 people and had an average growth rate of more than 700%. Fifteen of the 50 ranked companies were first time winners. The Northern Ireland companies who make the list this year

are: Catagen, Fibrus, Lightyear, LocateaLocum, MetaCompliance, PlotBox, SciLeads, Syndeo and Totalmobile. The result matched the number of NI firms ranked in 2022. Deloitte Fast 50 lead partner in Belfast Aisléan Nicholson said: “Congratulations to all of the companies ranked this year. While it has been a challenging year for many tech businesses, Northern Ireland’s reputation as a hub for creative, homegrown technology companies continues to grow and the success of those who have made the Fast 50 demonstrates the high levels talent, ambition and ability to compete at a global level. “The majority of the Fast 50 companies have grown their workforce and we continue to see strong growth from businesses offering services that help meet the needs of modern

Pictured at The Ewart in Belfast are Syndeo co-founders Oliver Lennon (left) and Catherine Ewings (right) with Deloitte partner Aisléan Nicholson. Syndeo was the highest ranked Northern Ireland based business in the Fast 50.

life, for example in AI, cleantech, sustainability, cybersecurity and health tech. Deloitte’s Fast 50 recognises this success and also the future growth ambitions of the companies.” Founded in 2018 by Oliver Lennon, Alan Beck and Catherine Ewings, Syndeo is a provider of conversational AI solutions. Their platform makes it easy for businesses to engage with consumers through AI powered messaging and advanced chat technology. Syndeo’s customers include some of the world’s most iconic brands in retail, financial services, and technology and their platform manages interactions in over 50 countries, supporting more than 30 languages. Catherine Ewings, Chief Operating Officer of Syndeo said: “The rapid scale up and expansion of Syndeo is a testament to the incredible talent,

brilliance and hard work of our team. To be recognised by Deloitte for our innovation and growth is a huge source pride which has boosted employee morale and instilled a great sense of accomplishment. It is an honour to be in such an elite group of companies within the Irish technology sector.” The ranking features both private and public listed technology companies that have demonstrated innovative strategies, sound management practices and marketplace vision, driving them to achieve the status of high-growth leaders. In addition to the Fast 50 ranking, the Deloitte Technology Fast 50 awards included several award categories, with Laura Haldane, co-founder of Northern Ireland-based SciLeads winning the Advocate for Women in Technology award.

Eye on Accountancy

Is your business sale ready? After successfully navigating your business through significant events such as Brexit, Covid, the ongoing cost-ofliving crisis and double-digit inflation, it may be an opportune moment to consider selling your business.

he decision to sell a business can be a complex and emotional journey. Whether you seek an immediate sale or are exploring the option, careful thought and strategic planning, along with the guidance of the right advisors, are essential. ASM Belfast, with its informative six-point guide, offers valuable insights for business owners and operators contemplating the sale of their business. 1. Define your objectives: It is important for owners to have a clear understanding of their goals. Whether you are motivated by retirement, pursuing new opportunities, or seeking a change in lifestyle, knowing your personal objectives will guide the entire sales process. Evaluating financial expectations, legacy considerations, and desired timeline will help align your vision with market realities. Understanding the value of your business is key. At this stage it is highly beneficial to engage an advisor to help you value the business and ensure you understand how this will be unlocked by the sale process.

associated with selling a business, allowing owners to focus on important decision-making in the day-to-day operations. 3. Be prepared: Potential buyers will require detailed information about the business. Owners and directors should ensure that all relevant information, such as financial statements, management accounts, forecasts, contractual agreements, supplier relationships, licenses, permits and payroll information, are welldocumented and easily accessible. The accuracy, transparency, and comprehensiveness of this reporting will make the business more attractive to potential buyers. Providing clear information in a timely manner will also accelerate the due diligence process. ASM Belfast can assist in the preparation for this process by undertaking vendor due diligence. 4. Maintain confidentiality: Preserving confidentiality during the sales process is crucial to avoid disruption to the business’s daily operations. Standard practices

Adrian Patton, Director, ASM Chartered Accountants Belfast.

include non-disclosure agreements and exclusivity agreements, which protect sensitive information and minimise the risk of financial or reputational harm. 5. Timing is critical: Timing plays a crucial role in the sales process. Monitoring the market and broader economy, as well as considering personal circumstances, can help owners determine the optimal time to initiate the sales process. 6. Negotiate effectively: With the assistance of an experienced advisor, owners will have a clear understanding of their

2. Engage the right advisor: Partnering with experienced professionals is crucial when embarking on the sales process. ASM Belfast is uniquely positioned to act as transaction advisor, accountant, tax advisor and project manager, driving the process forward. We will navigate the complexities of the sale, oversee negotiations, and ensure compliance with legal requirements, all while optimising the value achieved for the business. A trusted advisor can alleviate much of the stress

business’s strengths, intrinsic value, and potential growth opportunities. Adopting realistic expectations and remaining open to opportunities can lead to fruitful negotiations. The decision to sell a business is a significant one. The primary focus should be on maximising the business’s value while achieving personal and professional goals. Among all the points discussed, finding the right professionals to guide you through the sales process is arguably the most important. ASM Belfast has a long-standing history of advising buyers and sellers in various sectors across the UK and Ireland. With our expertise in financial matters, accounting, tax and corporate finance, we can provide the necessary guidance and support to ensure a successful sale of your business.

Should you wish to discuss the above points further or are considering a potential sale, please contact Gareth McGonigle, Director, at gareth. mcgonigle@asmbelfast.com or Adrian Patton, Director, at Adrian.patton@asmbelfast.com Gareth McGonigle, Director, ASM Chartered Accountants Belfast.

Eye on Cover Story

THE FACES OF FAMILY BUSINESS When Belfast accountants and business advisers Harbinson Mulholland first looked at their client list and decided that a forum for family businesses here in Northern Ireland might be a good idea, they probably didn’t imagine that it would become an integral – and important – part of the fabric of business life here.

“F

amily businesses don’t just dominate our own client list,” says Harbinson Mulholland’s Senior Partner, Darren McDowell. “They also dominate the Northern Ireland economy. What the Family Business Forum has done is to provide exactly what its name suggests – a forum for like-minded business people. “The Forum might represent an extraordinary range of family-owned enterprises from every sector and every region, but what we’ve discovered is that they have a heck of a lot in common with each other.” Since its inception eight years ago, the Northern Ireland Family Business Forum, a partnership between Harbinson Mulholland and Ulster University’s Business School, has involved more than 300 local businesses and delivered 24 business events. It’s latest venture is one of its most ambitious to date. Last year, the Forum staged a Faces

Of Family Business exhibition at Ulster University’s new Belfast Campus. A number of local businesses were asked to display images and artefacts reflecting the history of their companies. “The businesses who took part loved working through old photographs and telling their business stories in such a visible way,” adds Treena Clarke, Harbinson Mulholland’s Head of Marketing and the driving force behind the Forum and its events. “The exhibition, in a lot of ways, captured the essence of being a family business.” The exhibition got Harbinson Mulholland and Ulster University’s Dr. Ian Smyth thinking. Ian Smyth is Senior Lecturer/ Manager of the brand new UU Business School Centre for Sustainable Family Enterprise. More important than that, though, he’s an academic from a family business background and a man understands, and empathises with, what makes family enterprises

Eye on Cover Story

tick....and what makes them different from other businesses. “We listened to the business owners talking at the exhibition and we realised that we needed to get what they were saying on the record,” he says. “So the idea for a Faces Of Family Business television interview series was born. Ian Smyth talks passionately about enterprises as ‘living companies’. “There’s an academic phrase that we use. We talk about an organisation’s socio-economic wealth. These companies are more than just companies. They all have a culture, a value and an essence.” By way of example, one of the companies exhibiting at Ulster University, North Coast ice cream makers Morelli’s invited fellow family businesses to their Portstewart shop recently to hear from 92-year old Nino Morelli, the elder of the family during a visit from Italy. But there are many other inspirational stories to family dedication, of doggedness in the face of challenges, of succession

“In some ways, the Forum is a bit like a family business itself. It has developed, grown and matured over the years since it was formed.”

through the generations and of an enduring passion for a business. “The Forum has adopted a theme in the past year,” says Darren McDowell. “It’s Family Business As A Force For Good, and there is no doubt that Northern Ireland’s family businesses are a force for good. They may be different shapes and sizes and involved in a lot of different sectors. But they contribute a lot to the local economy, they create jobs, they create wealth and they are very much part of the communities they are based in.” The forthcoming television series will be produced alongside NVTV, the community television channel based in Belfast city

centre. A planned series of six interviews will see Darren McDowell and Dr. Ian Smyth chatting with businesses owners from a series of local enterprises. Lined up to appear so far are hospitality business The McKeever Hotel Group, Magherafelt-based construction company Henry Brothers, local retailers Menarys and Co. Armagh apple growers turned cider producers Long Meadow. The interviews are due to be recorded at NVTV in April and broadcast in June. They will be available on NVTV’s Freeview channels and also on demand. “What we’ve found over the years of the Forum is that business owners might be bit reticent

at first, but once they start talking about their businesses, they really enjoy it. It almost becomes a cathartic experience for them,” says Dr. Ian Smyth. “But they also draw inspiration from other family business owners. A few years back, a lot of our members were really inspired listening to the late Norman Lynas and his son Andrew telling the story of building the Lynas Foodservice Group. That’s just one example. There are plenty of others.” The Forum has also brought in inspirational speakers from businesses outside of Northern Ireland. Back in September, members heard from Darren Burns from the UK-wide Timpson Group, a unique family enterprise with impressive CSR credentials. Ulster University has been tied in to the Family Business Forum from the start. But the university has just taken its commitment to family enterprises a stage further with the establishment of its Centre for Sustainable Family Enterprise, headed up by Dr. Ian Smyth. “Our work sets out to help local firms to connect and grow,” he says. “Like Harbinson Mulholland, we want to see family enterprise grow from micro to small, on to SMEs and upwards from there. We want to be a catalyst, a centre for new ideas and fresh thinking. “There is an awareness of the importance of family business within our student body,” he adds. “When we introduced a new family business module for our Business Studies students recently, we had 50 of them signed up almost immediately.” Darren McDowell, meanwhile, emphasises the importance of forging connections with like-minded businesses and the power of positivity. “In some ways, the Forum is a bit like a family business itself. It has developed, grown and matured over the years since it was formed. And it has helped local businesses to grow, but also to transition and to face up to common problems and hurdles like succession.’ To find out more about the work of the forum visit www.harbinsonmulholland. com . If you would like to be invited to future events please email Treena @tclarke@harbinsonmulholland.com

Eye on News

Ulster Bank backs crucial NI infrastructure firm with £70 million loan

lster Bank is the only local bank to participate in a major refinancing of one of Northern Ireland’s most important infrastructure businesses that has just been completed. The bank has provided almost £70 million in lending to Antrim-based firmus energy, which operates the largest gas supply business in Northern Ireland, and the second-largest gas distribution network. firmus energy is critical to Northern Ireland’s energy infrastructure as one of only three gas distribution networks here. Ulster Bank was one of four lenders to participate in the refinancing deal, alongside Deka Bank, Credit Agricole and Helaba. The total funding package across the syndicate of banks is worth £285 million. Damien Long, corporate banking relationship director at Ulster Bank, said: “Ulster Bank has managed firmus

energy’s day-to-day banking for many years and we are very pleased to now also support the business’s lending requirements. This is a major deal that is very important to Northern Ireland’s gas energy infrastructure.” “Firmus energy plays a pivotal role in Northern Ireland’s pathway to net zero by 2050 in a region where more than 60 per cent of households still use oil heating. Firmus energy enables consumers to move away from oil to gas heating which reduces their heating carbon footprint by more than 50 per cent. “In line with Net Zero 2050 targets, firmus energy plans to reduce the carbon impact of the business by injecting biomethane and hydrogen blends into the network. Their movement toward sustainable fuel aligns well with Ulster Bank’s purpose and ESG targets. So, we are very pleased to provide this support,” Damien adds.

Denise Curran, Finance Director from firmus energy, welcomed the funding, saying: “This funding package will allow us to continue our investment as we seek to deliver sustainable gas through our network and continue our journey towards a net zero carbon future. We are grateful to Ulster Bank and the other lenders for their support.”

Henderson Group And bp Pulse Roll Out NI Vehicle Charging Network

enderson Group and bp pulse, bp’s electric vehicle charging business, have signed an agreement to work together to install up to 200 electric vehicle (EV) charge points at around 100 Henderson Retail sites across Northern Ireland within the next two years, including at 30 bp branded Henderson Retail locations. “The demand for ultra-fast charging points in Northern Ireland is high. Current figures from the Department for Transport show there are currently around 18,762 ultra-low emission vehicles registered in the region, an increase of 55% in the past two years alone. This steep trajectory of the volume of electric vehicles on the road is only going to continue, yet Northern Ireland has just 60 ultra-fast charge points in operation,” says Ron Whitten, Chief Financial Officer at Henderson Group. With this roll-out bp pulse aspires to create one of the region’s largest networks of ultra-fast and rapid EV charging, aiming to add up to 15,000 kW of charging capacity. bp pulse charge points are already live and charging EVs at 17 bp SPAR sites across Northern Ireland as well as at another four Henderson Retail SPAR sites. The full roll-out is planned to be finished by end 2025. Whitten continues, “Henderson

Retail operates over 100 busy stores, 81 of which have fuel forecourts in Northern Ireland, used frequently by those on the go throughout the day. “We are making considered, positive steps in line with consumer behaviour and working with bp pulse to install ultra-fast chargers at our sites which will give EV drivers the opportunity to charge at a location that is convenient to their journey.” bp pulse is installing charging units which have an innovative integrated battery storage system. They are installed with a connection to a standard voltage power grid. This overcomes a significant barrier to the roll-out of EV charging infrastructure and removes the need for construction of a dedicated high-voltage substation, considerably reducing installation cost and time. Each charger has two charge points – one ultra-fast (150kW) and one rapid (100kW) – delivering a combined power of up to 250kW. Akira Kirton CEO, bp pulse UK added; “Fast, reliable charging in convenient locations is essential to give drivers the confidence to switch to electric vehicles. Working with Henderson Group, a retail network that dominates the market in Northern Ireland, we have the opportunity and aspiration to create one of the

largest networks of ultra-fast and rapid charging points – meeting the rise in demand for now and in the future.” Mark McCall co-founder of the Electric Vehicle Association NI said “The Electric Vehicle Association NI welcomes today’s announcement from Henderson Group and bp pulse. This significant investment aims to bring over 200 direct current ultra-fast and rapid chargers to retail destinations across NI, making it easier and more convenient to drive an electric vehicle in Northern Ireland.” bp pulse is one of the largest electric vehicle charging operators in the UK. It has ambitious plans to deliver on-the-go and destination charging infrastructure. bp plans to invest up to £18 billion in the UK energy system by

2030. This includes up to £1 billion for EV charging infrastructure. Whitten finished; “This is a significant step in Henderson Group’s commitment towards more sustainable business practices as part of our Tomorrow Matters strategy, focusing on People, Place, Planet and aims to develop the business in a way that is beneficial to both staff and customers while having a positive impact on society. “We have a strong belief in reinvesting in our business and continually giving back to the Northern Ireland community. This rollout builds on the long-standing cooperation between bp and our Henderson Retail SPAR and EUROSPAR sites as the largest operator of bp branded forecourts in Northern Ireland.”

Eye on Tourism

From Zero To Hero Visit Belfast’s Tourism Journey Marie-Thérèse McGivern might be a new appointment as Chair of Visit Belfast, but the former Principal and Chief Executive at Belfast Met feels as though she’s come home to a sector that she’s long been associated with.

Marie-Therese McGivern, Chair of Visit Belfast and Gerry Lennon, Chief Executive.

Eye on Tourism

IN NUMBERS With plans to raise the bar to £150 million of economic impact in 2024/25, Visit Belfast consistently acts as a catalyst for the city’s tourism and visitor sector: • 49% growth in economic return to £125million in 2023-24 • 40% increase in leisure bed nights generated to 400,000 in 2023-24

itting in Visit Belfast’s boardroom above the city’s main Visitor Welcome Centre on Donegall Square, Marie-Thérèse reflects on the organisation’s beginnings over 25 years ago when she was the first Director of Development for Belfast City Council. It’s quite a remarkable story,” said Marie-Thérèse. “Belfast, still reeling from decades of troubles, was once considered on par with Beirut, Baghdad and Bosnia as one of the ‘four Bs’ as a destination to be avoided. Building a tourism economy from such a low starting point was a significant challenge. However, as momentum towards the Good Friday Agreement grew, Belfast City Council recognised the potential that tourism held. “The establishment of Visit Belfast, (formerly known as Belfast Visitor & Convention Bureau or BVCB), in 1999 was due to the foresight and vision of Belfast City Council and looking back it marked a significant turning point for Belfast tourism.” At the time, Belfast was primarily known for its troubled past rather than being a desirable tourist destination. However, Visit Belfast had a clear strategic aim: to successfully promote and sell Belfast as a competitive leisure and business tourism hub. As political stability took hold and the outlook improved, with the support of a proactive and supportive city council, Visit Belfast rose to the challenges that were set to transform and grow the city’s visitor economy, from the arrival of two cruise ships back then, to the current record 159 ships and from only 19 hotels with around 1,000 rooms, compared to a

“We could all see the potential of tourism once we thought about it, but we had to start from zero. We had little in the way of tourism infrastructure. So we needed foresight, imagination and we definitely needed ambition.” demand-led expansion with more than 50 hotels today and close on 6,000 rooms. However, the real game-changer was the opening of Titanic Belfast in 2012 – a world class visitor attraction that really helped to put this ambitious city on the global tourism map, and the investment in the Waterfront Hall to significantly increase its capacity and ability to attract international conferences. Rebranded ICC Belfast, this world class international convention centre has raised the bar for business events as a leading economic generator for the city and region. The numbers today speak volumes about the success of Visit Belfast. Through its sales, marketing and visitor servicing activities, it is on track to deliver £125m to the local economy by March 2024, with a target of £150m for 2024-25. “We’re already back to pre-Covid levels,” adds Gerry Lennon, its chief executive for over 24 years. “We had built tourism up steadily until Covid struck and took it all away.” Instead, thanks to the coordinated marketing of the city, Belfast will now record a 49 percent growth in economic return from tourism this year, a 40 percent increase in overnight stays (known as

bed nights), 101 conferences with 26,500 delegates, a 157 percent increase in visitor enquiries and record cruise ship visits. “The figures speak for themselves,” adds Gerry. “For a region with a population of less than two million, tourism isn’t a luxury. It’s essential for our economy and it’s essential for our local communities.” “We could all see the potential of tourism once we thought about it, but we had to start from zero,” MarieThérèse added. ”We had little in the way of tourism infrastructure. So we needed foresight, imagination and we definitely needed ambition. “Since then, there have been many strides forward and credited successes, including the investments in creating a new Belfast’s flagship Welcome Centre opposite City Hall and in the development of a dedicated cruise visitor terminal at Belfast Harbour. “We’ve come a very long way, but it’s only now that tourism is getting the wider recognition that it deserves.” Marie-Thérèse left Belfast City Council in 2009 to become Principal and Chief Executive at Belfast Met and is credited with leading its transformation into a multi-site award-winning FE college

• 86,000 bed nights in 2023-24 were business event-related – a record • 101 conferences, 26,500 delegates generating £39m • 157% increase in visitor enquiries, with almost 680,000 in 2023-24. • 121% increase in cruise ships – record 159 vessels in 2023 and 330,000 passengers. • 2 million visitors to Belfast on cruise ships marked in 2023.

Belfast’s reputation has also resulted in recognition by the international travel industry: • Top 10 Sustainable Destinations in the World – TripAdvisor 2024 Travellers Choice Awards. • National Geographic: The Cool List 2024 – 30 of the world’s most exciting destinations. • Top 5 UK Destinations to visit in 2024 – Time Out Magazine.

Eye on Tourism

while leading the college for tourism development with an increasing focus on skills and hospitality careers. She also sits as a non-executive director on the board of Invest NI, the Strategic Investment Board and NI Water. And she’s chair of two tourismrelated organisations, Maritime Belfast and Belfast Film Festival. Belfast’s progress from the days when the idea of tourism raised doubtful eyebrows has been little short of remarkable. Statistics and numbers apart, the city enjoys an enviable, glowing reputation. It has Michelin star restaurants, great hotels and world class attractions and now enjoys increasing global fame as an international film location and enviable production hub. “Right from the start, we’ve been punching way above our weight. Tourism has become a sophisticated industry here and it has established itself as a vitally important sector – a key economic pillar,” says Gerry Lennon. “And we still have a long way to go.” “Reframing Belfast as an attractive and appealing visitor destination has been a challenging endeavour, considering its charged history and associated perceptions. However, when we compare Belfast today to the city of 1999, there is undeniable evidence of remarkable transformation. Belfast has successfully shed its troubled image and emerged as a vibrant, welcoming, and thriving city for both leisure and business travellers. “What’s more, we’re doing all that with one eye firmly on sustainability.

We want to be a sustainable city and a sustainable destination. The fact that we were named in TripAdvisor’s Top 10 Sustainable Destinations for this year shows that we’re doing something right.” It’s not the only accolade to have come Belfast’s way. The city has won 10 national and international business tourism awards including the C&IT Best Conference Destination for three consecutive years. The visitor services team has also been honoured, and the top global website for cruise fans, Cruise Critic, named Belfast as Best UK & Ireland Port Of Call in 2023. That’s not to mention inclusion in National Geographic’s Cool List for 2024, as well as Time Out’s Top 5 UK Destinations. So where does Belfast go from here? Visit Belfast is already working with an award-winning European placemaking marketing agency on a new and ambitious destination strategy which places sustainability and community tourism at its heart. Some key themes are already emerging. Marie-Thérèse McGivern points to a much greater focus on the many interesting and unique places in and around our city which hold a wealth of personality, history and great stories. “People come to cities and want to get under their skin,” she says. “From every corner, there are many exciting opportunities in various stages of development and completion across our neighbourhoods. “Stories, legends, literature, people. They’re all important to the Belfast

tourism offering. Indeed, in areas just a short walk, quick bus or Glider ride from the city centre, there are many great communities which hold a wealth of opportunity and an abundance of culture, history, music, art and more and which are as vibrant today as they always were. These tell the rich history of this place and will be an important focus for us. “We also see that going a bit further, with visitors encouraged to include places like Bangor, Carrickfergus and Royal Hillsborough on their itineraries. To that end, the opening of the new Grand Central Travel Hub will be a definite asset.” Optimistically, Gerry Lennon estimates that an additional 1,500 hotel beds could well be needed to cope with anticipated further expansion of visitor numbers. Visit Belfast is targeting visitors who respect the city and its environment and who make more sustainable

choices. “Tourism has to co-exist alongside citizenship and that’s at the forefront of our mind,” Gerry says. “We know that our achievements will be measured and that we’ll always be scrutinised. That’s how it should be, and we welcome it,” adds Marie-Thérèse. “We’re fortunate in this city that the people in our industry tend to be positive, resilient and forward-looking people – they’re upbeat, optimistic and ambitious – and they’re a crucial factor our collective success. “Tourism’s story over the last few decades demonstrates the city’s ‘zero to hero’ status, and there is more to come. Challenges remain of course, but if there is anything that the last two-and-a-half decades has taught us is that this organisation is up to the challenge, and we’re also up for the challenge, and we’re looking forward to further growth and success in these crucial years ahead.”

Eye on News

Pinnacle Welcomes Jeremy Biggerstaff as New Managing Director Pinnacle, a leading provider of business management software solutions and Managed IT Services, is delighted to announce the appointment of Jeremy Biggerstaff as its new Managing Director.

he Senior Executive appointment comes as Pinnacle, now celebrating its 30th year of business, continues to realise ambitious plans for growth. The company recently acquired five businesses in a period of just 14 months, including Belfast-based Flint Studios – a web solutions and digital transformation software agency. Jeremy Biggerstaff brings over 27 years of experience and expertise in the business management and software development industry, having held key leadership roles in renowned companies such as Flint Studios and UTV plc. He is also a Chartered member of the Institute of Directors. His extensive background positions him as a valuable asset to Pinnacle’s leadership team, especially as the company expands its service provision to include advanced web solutions and web integration to drive digital transformation and business automation for its customers. The new Managing Director appointment coincides with the

esteemed James Spencer, who has admirably served as managing director for 22 years, stepping back to focus on driving acquisitions. Expressing gratitude, Jeremy remarked, “Under James’ leadership, Pinnacle has achieved remarkable growth and expanded its operations significantly. Without his enormous contribution, Pinnacle would not be the thriving company it is today.” Jeremy Biggerstaff further stated, “I feel privileged to be taking on the challenge of delivering our ambitious plans for further growth. Having formerly served as Business Development Manager at Pinnacle many years ago, this move feels like a return home at a very exciting time for the business.” Acknowledging James Spencer’s continued involvement, Jeremy added, “While James is stepping back from his role as MD, we are delighted he will continue to offer Pinnacle the benefit of his experience by focusing on acquisitions”.

Ken Montgomery, Executive Chairman and Founder of Pinnacle, expressed his confidence in Jeremy’s appointment, saying, “Jeremy brings a wealth of experience and a deep understanding of our industry. His leadership skills and strategic vision align seamlessly with Pinnacle’s commitment to its people as well as delivering quality business management software solutions that transform our customers’ performance. We are confident that under Jeremy’s guidance, coupled with well-established and talented board of directors, will elevate a great company together. We extend our gratitude to James Spencer for his exceptional leadership and look forward to the exciting chapter that Jeremy will lead us into.” Pinnacle, with a workforce of over 200 employees across the UK and Ireland, specialises in providing Cloud-based Enterprise Resource Planning (ERP) and accounting software solutions along with Managed IT Services. The

company’s recent acquisitions of web development, integration and hosting expertise fortifies its position as a one-stop-shop for end-to-end digital transformation services. “I am honoured to join Pinnacle and lead the company into its next phase of growth,” said Jeremy Biggerstaff. “I am excited to collaborate with the talented team at Pinnacle to further strengthen our market position, drive innovation, and deliver exceptional solutions to our customers. I am grateful for the trust placed in me, and I look forward to working closely with our team, customers, and partners to achieve new heights of success.” Earlier this year, Pinnacle marked its 30th anniversary with a celebratory 2-day inclusive event in Portugal, bringing together colleagues from its eight UK office hubs. The event not only focused on team building and employee wellbeing activities but also saw the relaunch of Pinnacle’s ‘Future 5 Vision,’ refining the company’s Vision, Mission, and Values.

Eye on Round Table

The Future Of Packaging A Key Piece Of The Sustainability Jigsaw Business Eye joined forces with fast-growing West Belfast based Biopax to stage a Round Table Discussion event held at the Biopax boardroom at its plant in Springvale Business Park, looking at the challenges facing both the packaging industry itself and the business sectors that it supplies. The Participants RB – A few years ago, we’d have heard very little about packaging. It was just there. But we’re much more aware nowadays. A question to all of you. How crucial is it that we move towards more sustainability in packaging?

Liam O’Connor

Helen Nickells

Fergus Murphy

Sales & Marketing Director, Biopax

Packaging Development Controller, ABP

MD, Hinch Distillery

Glyn Roberts

Andrew Porter

Gareth Hetherington

Retail NI

GM, Creighton Group

Director, Economic Policy Centre, UU

Dr. Marc Duffy

Richard Buckley

Sustainable Education Lead, UU

Editor, Business Eye

FM – For lots of different reasons, it’s massively important. Consumers want it and they’re pushing for it. For all of the large retailers, it’s part of their strategy. Sustainability is a big challenge for us at Hinch Distillery. Distilling whiskey is high on energy and we do use a lot of packaging, from glass bottles to cardboard boxes. But, if you’re not on the sustainability journey now, you’re going to be left behind. AP – We purchase and use a lot of packaging in our food to go business, which is very big for us. I’d say that most of our customers don’t really care whether the packaging is sustainable or not, although there is a proportion who do care. In general, sustainable packaging is more expensive so we have to factor that in. For a lot of customers, price is the most important thing to them. But there’s no doubt that sustainable packaging is the way forward, providing it is fit for purpose. The customer doesn’t want his or her chicken curry leaking out of the packaging.

Eye on Round Table

GR – Our members have a strong track record but don’t always get the credit for what they’re doing. Last year alone, the carrier bag levy raised £14.4 million for local environmental projects. But the retail sector has also moved towards buying local produce where it possibly can, and that has an impact. Even the concept of having a local shop that you can walk to is a sustainable notion. The key word is co-design. Talk to the retail sector and the broader business community and keep them involved. MD – It’s important to ask where the responsibility lies. The entire responsibility can’t rest with business. Generation Z is crucial to all of this. They’ve come to us first as universities but they’ll be arriving in businesses. According to our own research, 90% of them think that sustainability is very important, 80% relate that directly to businesses and 30% say it is the No. 1 issue. Generation Z don’t want to go into organisations which aren’t sustainable. Young people will almost interview potential employers these days. GH – The whole ESG agenda really puts an emphasis on sustainability. Marc is right. Businesses that don’t measure up are going to struggle to recruit younger people. But it will also

become harder to get investment. A lot of pension funds and other large investors are following a sustainability agenda. In the past, there were two factors for anyone designing and producing products – quality and price. Nowadays, there is a third dimension – sustainability. It fundamentally changes the way that businesses need to think. HN – Consumers simply expect today’s packaging to be sustainable. And we’ve also got to consider food waste. The UK throws away something like 9.6 million tonnes of food each year. We have to be careful that packaging doesn’t increase food waste. Technology still needs to move on. There aren’t sustainable packaging solutions for every product we produce, so more investment and more research is needed. On the consumer front, it’s also true that a lot more education is required. LO – I’ve spent 12 years with Delta Print & Packaging, latterly Huhtamaki and now Biopax producing packaging for global brands including McDonalds. They operate in national silos. Attitudes to sustainability in the US are very different to here or in Scandinavia, for example. We all have responsibilities as businesses to operate in a green way, but you

have the have the means to do it. The supply chains have to exist and the right solutions have to be there. That means real, targeted research and innovation. We’re working hard here to get into the science of packaging, packaging that also has to work for our customers. Legislative changes are introducing complexities for businesses, but they’re also introducing cost. If we can help remove the complexities and reduce the costs, then we can all move forward quicker. For us, it’s all about feasibility at the start. Then it’s about quality and cost. The only way a company like this can develop solutions is by true collaboration with the retail sector and food processors. We’ve talk about Gen Z and how they’re voting with their feet. They’re already demanding sustainable packaging whenever they are buying goods, and that can only increase. RB – Biopax is set up on the premise of sustainable packaging but, in broader terms, is the packaging industry up to the challenge? LO – It has to change. Andrew mentioned his food to go business. A lot of the existing packaging being used in food to go comes from China. We need to bring that home, and it’s a challenge for our industry. It’s

also one that will require significant investment. At Biopax, we haven’t hard to change. We started life as a sustainable packaging producer. GH – One of the things that the market isn’t good at is pricing in the environmental cost of transporting goods around the world. Goods coming in from the Far East are a case in point. The environmental costs of that aren’t always priced in. Shortening those supply chains has significant environmental benefit. In the meantime, some form of international carbon tax might be the answer. But where there is a big problem, it’s worth remember that there is also a big opportunity for entrepreneurs and companies. That said, it the Chinese have to comply with global alignment, they’ll make it happen. Their economy depends entirely on exports. LO – It’s fair to say that we’re a way off global alignment in some ways. I mentioned McDonalds earlier. When we walk into a restaurant here, there is waste segregation. In the Far East or in the US, there is none. GR - Regulation and legislation all have their place, but I think we need to see how government can incentivise good practice. Before the Assembly fell, we had been talking

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about a green rates system whereby a company adopting the right practices can be rewarded through rates relief. It’s not all about the stick. It has to be about the carrot as well. We should also mention the concept of refill. We’ve an increasing number of members offering refill. It used to be niche, but it’s getting a lot more popular. AP – Look, all of this is going to be driven by the consumer. A lot of my customers might not care much at the moment, but it could change as the new generation comes in and, as a business, we’d have to respond. It’s not always easy to find and to source the right packaging solutions. Disposable coffee cups are a prime example

and it’s almost impossible to source compostable cups. Yet, these cups are a huge source of waste.

RB – Simple question. Is sustainable packaging, by its nature, more expensive?

LO – That’s a silver bullet for our industry.

LO – It is a problem. Let me give you a couple of examples. We did some work for a retail bakery company. The carton and the tray are fully recyclable. Then there is the flimsy piece of acetate used to seal the tray. Unit cost about a penny. We worked on a recyclable, fibre replacement it came in a five times the cost, before we even thought about any kind of mark-up. The other example is the Bagasse sugar cane food tray. It’s fibrebased, it is compostable, but its a bespoke process and there is no real capacity in the UK industry to produce it. What’s more, the raw material supply chain comes from South America and Asia. Where we could see value is if a company like Biopax can come up with an alternative on a par in terms of cost or even cheaper. We think we can do that and we are focused on cost.

MD – I did a talk recently about sustainability and thought I was imparting a lot of brilliant facts. But someone came up at the end and said that we needed to stop talking about problems and move on to solutions instead. That’s easy when you’re talking to younger people. Yet, 80% of those we talked to admitted that they shopped at fast fashion retailers, blaming their student poverty for that. Fast fashion, don’t forget, contributes 10% of global emissions.

FM – I’ve been involved in a few projects in the past where we’re seen really good, compostable solutions being brought forward but they’ve just been too expensive. They’ve knocked the consumer price point up too far. When your competitors are all sat under £3, let’s say, for a product, and your packaging brings your price point up to £3.20 or £3.25, you’ve got nowhere to go.

GH – Maybe this is where the role of government could come in. Legislation would mean that we’d all have to take the costs. But take that forward. If we know that a legislative change is coming, it gives the industry time to develop solutions...and refine its pricing as much as possible. But you need the certainty of knowing that there will be a market in 2026 or whenever. AP – Legislative changes has already happened in some areas. The old polystyrene boxes that you got your chips in have gone. They were costing us 3p or 4p whereas the ones we’re using now cost 9p or 10p. TO – In our sector, the retailers often lead the way. Sainsbury’s and M&S have successfully introduced sustainable new fibrebased mushroom packaging, and we’ll see that being extended to punnets for fruits like strawberries and raspberries. There’s another point on sourcing. When we looked at fibre solutions for Mr. Kipling, the raw materials were probably about 30% more expensive than they are now. So things are changing. Supply chains are working more effectively and suppliers are investing in more capacity. RB – Helen, you’re at the sharp end of all of this. How do you see the sustainability versus cost debate?

Eye on Round Table even though they were four or five times more expensive. The truth is that the whole thing was rushed through and quality wasn’t great at the start. So there was plenty of public criticism. Longer term, though, they’ve reaped the benefits of making the move to paper. MD – I heard something similar from the Head of Sustainability at Whitbread. He couldn’t get the ear of his CEO until one Monday morning when he was called in. The CEO’s daughter had done a school project on plastics in the ocean and he suddenly wanted to take action throughout his group. Don’t underestimate the importance of education. HN – It all requires development and it requires economies of scale. Retailers are prepared to invest too. They can and will take a certain amount of added cost. It is a complex business and more and more legislation is being added to it all the time. It’s always a balancing act but we’re always looking at what’s next, what’s coming round the corner. TO – Supply chain is a big issue. The big demand out there is for drymoulded fibre but the supply chain doesn’t exist to meet that demand. HN – For us, the strength of the fibre packaging is crucial. It has to be able to cope with our products. The industry talks about additives to increase strength, but those would have to comply with legislation. The long and short of it is that a lot more research is needed. GR – Back in the 1970’s, Harold Wilson talked about the ‘white heat of technology’. Nowadays, we could talk about the green heat of technology. The road to net zero is paved with lots of job opportunities.

businesses, the shareholders are demanding it. For smaller ones, the pressure might come from customers. But, these days, even the banks are looking more closely at who they’re lending to. HN – We’re seeing that from retailers too. They’ll only deal with suppliers who are sustainable and have sustainable products and packaging. The turning point seemed to be the David Attenborough documentaries some years ago. Packaging used to be the last thought of the MPD process but now it’s one of the first. It’s one of the most important things that we talk about. LO – You’re right. The images from the Attenborough series were a huge catalyst. The plastic straw lodged in the turtle’s nose and the other shocking pictures. At my previous employer, we got a phone call from McDonalds the very next day to say that they wanted to move from plastic to paper straws,

FM – You’re right about education. One critical area for all of us is around consumer acceptance. In our business, we’re looking at how we can reduce the weight of our glass bottles. But there’s an issue. Imagine picking up a bottle of whiskey that feels light and another that feels heavy. Which one would you choose? Labels are challenging too. To get a bit of bounce on a shelf, we think we need a bit of plastic in our labels. So we’re looking at ways to get around these issues.

contribute to decisions made around how the money will be spent in their communities. They’re involved in the conversation and they play their part. RB – So where do we go from here? What does the future hold? LO – We’re moving in the right direction. We hope to bring through ground-breaking solutions in 2024 around food to go as well as fresh meat and other food products. And I think we will see consumer starting to have more of a say. The biggest taboo in what we do is that it’s a competitive business. Do we want to share our IP with other companies and do they want to share with us? MD – A final point on emissions. Scope 1 emissions come from within a business. Scope 2 come from outside. The rest emanate from the supply chain. When we did a survey at the university, nearly all of our significant emissions came from people coming to and leaving the building on a daily basis. So here’s a thought. Are we looking in the right places for carbon emissions all the time?

HN – I agree. Education has a vital role to play. Take our own organisations, the businesses as a whole. Not everyone always understands the threats and the challenges around sustainability. A bit of education can go a very long way.

GH – In more organisations, only a small proportion of people are thinking about sustainability. It has to enter our thinking, our consciousness. We’ve talked about the role of government and regulation. Government are one of the biggest purchasers here. They have significant procurement powers and they will use those.

GR – I mentioned the carrier bag levy earlier and how much money is raises for Northern Ireland. In Wales, they’ve taken that a step further. Retailers who collect the tax can

FM – We just have to hold ourselves accountable. It’s not about winning big, it’s more about continuous improvement, measuring yourself and making the changes.

RB – In broader terms, he sustainability moved right up the agenda for local companies or is it regarded as another drain on already tight resources? GH – Businesses always have a range of problems facing them. Sustainability is one of them. It can be Brexit, it can be the lack of an Executive, it can be the price of energy. For large

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CBRE NI Warns: Up To 75% Of Belfast Office Stock Could Be Unusable By 2030

CBRE’s Brian Lavery with guest speaker Sir Tim Smit.

CBRE NI has issued a stark warning that three quarters of Belfast’s office stock may become obsolete by 2030 due to upcoming EPC (Energy Performance Certificate) legislation.

peaking to over 500 guests at firm’s annual commercial property Outlook event at ICC Belfast, CBRE NI Managing Director, Brian Lavery, said that it is only a matter of time before regulations, already in place in England and Wales, take effect in Northern Ireland. Brian Lavery, said: “A seismic shift is looming over Belfast’s commercial real estate sector, as new Energy Performance Certificate (EPC) regulations, prevalent in Great Britain, will require significant upgrading or repurposing of Belfast office stock.” In April 2023, the minimum EPC rating for commercial buildings was raised to ‘E’, for any commercial building being sold, leased or rented across England and Wales. It is predicated that the next change in EPC legislation, due in 2025, will see the minimum rating increase to ‘B’ by 2030. “With our research indicating only 25% of Belfast’s large office buildings

are currently rated EPC ‘A’ or ‘B’, property owners and investors are faced with a stark choice: either make substantial investments to bring properties up to speed with EPC and ESG requirements or contemplate changing the use of these buildings altogether. “With regulatory change inevitable, it is imperative that landlords of older commercial stock act now to implement ESG strategies or risk being left with properties that are unlettable or difficult to market successfully.” ‘Sustainable Horizons’ was the theme of the ‘CBRE NI Outlook 24’ event, recognising the prevalent shift in the sector towards ESG, sustainability, latest regulatory requirements, tenant preferences, investor expectations and the potential for competitive advantage and improved reputation. In his keynote speech, Sir Timothy Smit KBE, Executive Vice-Chair and co-founder of the Eden Project near St

Austell in Cornwall, widely recognised for his contribution to sustainability and the environment, said: “The looming crisis in the commercial property market requires bold action but presents unrivalled opportunity. Positively championing new technologies, materials and philosophies to make our buildings not only fit for purpose but also healthy for those that live and work in them, enables us to ultimately do the right thing. “By embracing change and acting fast on ESG, Northern Ireland could put itself at the forefront of a new green energy enlightenment. Cities and towns in Northern Ireland could become beacons of best practice, encouraging innovators and investors to these shores and instilling confidence in all who live here.” CBRE NI Executive Director, Gerard McCann, presenting CBRE NI’s new ESG partnership, said: “We realise how daunting ESG can be for businesses. That is why CBRE NI, in partnership with FPM Accountants, has become the first commercial property agent in Northern Ireland to form a Consortium of Experts specifically tasked with assisting companies manage their properties and estates along their ESG journey.

“A new, proactive five-stage process aims to support clients by ensuring they are legislatively compliant, in order to maximise and futureproof the value of their assets and ensure return on their investment. “We aim to empower stakeholders in the sector by assisting them to: identify a baseline to understand the carbon footprint of an asset; implement a materiality assessment to identify key risks; develop the ESG roadmap, strategy and KPIs to measure progress; implement an ongoing review of strategy; and ultimately develop a full sustainability strategy.” “We have already seen how buildings like City Quays, The Ewart and Olympic House, all developed to the highest ESG credentials, have proven to be very attractive to potential tenants in Belfast.” Will Church of the Northern Ireland Investment Fund (NIIF), which is managed by CBRE’s Lending Team, underlined the Fund’s efforts to revitalise Belfast with sustainability at the forefront, saying: “In challenging market conditions, NIIF is addressing market failure and has, since its inception in 2018, provided £150m in real estate development projects. This includes the most recent Hamilton Dock Hotel loan, which at £28 million, represents the Fund’s largest loan to date. “The NIIF remains highly active and ready to make further loan investments to support innovation, business, energy efficiency, low carbon energy generation, job creation and regeneration at reasonable market rates.” In his closing remarks, CBRE NI Managing Director, Brian Lavery referred to the challenges ahead saying: “The changing landscape shaped by ESG presents unprecedented challenges for Northern Ireland’s commercial property sector in 2024. Political stability is crucial for investment and our politicians must play their part. “The time to act is now. By embracing sustainable practices, fostering innovation and investing in our office stock, we can not only safeguard our environment but also ensure a prosperous and dynamic future for Northern Ireland.”

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New senior appointments at Mount Charles Group signals growth across island of Ireland

(L-R) is Barry O’Hara, Operations Director (ROI), Mount Charles; Gavin Annon, Chief Strategy Officer, Mount Charles; and Gary Doyle, Group Commercial Director, Mount Charles.

Award winning facilities management firm Mount Charles Group has announced a series of seniorlevel appointments, signalling its next phase of business growth across the island of Ireland.

ount Charles, which employs over 2,700 team members, is one of Northern Ireland’s largest independent catering, cleaning, events and facilities management companies. The company also provides a wide range of other business services, including security and vending. The appointments of new Group Commercial Director Gary Doyle and Barry O’Hara, who becomes Operations Director for ROI, will see the group continue to grow its multifaceted business offering across the island of Ireland by targeting numerous markets and industries

across the Republic of Ireland. Gary Doyle brings over thirty years’ business experience with him in his new role at Mount Charles and will manage and deliver on the group’s sales strategy across the island of Ireland. Barry O’Hara, who has a strong track record in catering and hospitality, facilities management and sales, will have operational oversight of all the Mount Charles sites in ROI, as well as providing general business development support to the organisation. In addition to the appointments of Gary Doyle and Barry O’Hara,

Mount Charles family member Gavin Annon, who has been Group Sales and Marketing Director since 2017, will assume the new role of Chief Strategy Officer. Gavin, who is also currently serving as Belfast Chamber’s President, will be responsible for developing and implementing multiple business strategies across Mount Charles’ suite of organisations. He will also have oversight of embedding the business’ culture and values, to both internal and external audiences, and will play a crucial role in the delivery of Mount Charles’ ambitious ESG plans. Gavin Annon commented: “We see immense potential for growth across the island of Ireland, particularly within the private sector, and these new senior appointments are integral to helping us realise our ambition and vision.

“Looking ahead, we see great opportunity and potential in our continued expansion in ROI, which includes maximising our service line, enhancing our capabilities and actively looking for strategic acquisition opportunities for business diversification across the group. “As we embark on this exciting phase of our business growth journey, our strategic vision remains firm. We are committed to recruiting and developing exceptional individuals who not only deliver outstanding service to our clients but also play a pivotal role in shaping a brilliant future for our organisation. “We also understand the importance of ESG, and our ambition is to be a market leader in this regard, giving back to the community, caring for our planet and embodying the principles of a responsible business.”

Eye on Events

Celebrating 50 Years of Action Cancer

ction Cancer hosted their 50th Anniversary Christmas Ball, sponsored by Hagan Homes on Friday 15th December at Titanic Belfast. 400 guests enjoyed a fun filled evening in aid of a great cause. The event kicked off with a drinks

reception sponsored by Finlay Wealth Management. Guests were treated to a superb line up of entertainment which included comedian Paddy Raff, Keith Duffy and Brian McFadden from Boyzlife, singing sensations Abba Sisters and local singer-songwriter

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Kieran McKillop. Ticket sales as well as a highly successful raffle and auction hosted by Ricky Wilson of Wilsons’ Auctioneers led to a staggering £100,000 being raised for the charity to support local people affected by cancer throughout Northern Ireland. (2)

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1 -Action Cancer’s Fundraising and Communications Team. 2 - Boyzlife performing on the night. 3 - Action Cancer Board Member Kelly McBride with her husband Ashley Wright. 4 - Action Cancer’s Senior Management Team; Dougie King, Geraldine Kerr, Arlene McGeown and Gareth Kirk. 5 - Gallagher Insurance.

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6- The family of Action Cancer Founder George Edelstyn. 7 - Kim and Paddy Rafferty. 8 - Nina Barough OBE from funder Walk the Walk with her husband Guy. 9 - Many Maher from Catwalk PR with model Katie. 10 - Drinks reception sponsor- Finlay Wealth Management. 11 - Janet McKay PR and Jim Elliot from sponsor Hagan Homes. 12 - M&S. 13 - Action Cancer Breast Cancer Ambassador Michele Cowan with her daughters Chloe and Nicole. 14 - Gareth Robinson, Janet McKay and friends. 15 - Mulholland Couriers and friends. 16 - Musgrave NI and retail partners.

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Belfast Harbour Community Awards Provide £80,000 Grant Boost

Sarah Jones, Director at NI Science Festival pictured with Jenni Barkley from Belfast Harbour.

harities and community groups from across Northern Ireland have benefitted from the last round of funding from the 2023 Belfast Harbour Community Awards.

The Belfast Harbour Community Awards provide community organisations, charities and not-for-profit groups registered in Northern Ireland with an opportunity to apply for individual grants of up to £5,000. Throughout the year groups across Belfast and Northern Ireland have been applying for the grants, and a wide range of initiatives, including sports clubs, mental health programmes and skills initiative programmes have benefited from funding. A total of £80,000 was allocated for 2023 and recipients were awarded grants based on how their project would positively impact local communities. Mike Dawson at Belfast Harbour, said: “Our Community Awards Fund supports organisations across Northern Ireland deliver projects and initiatives which positively impact local communities. With the cost-of-living crisis still at the forefront of conversation we’re proud to have been able to support a

number of groups in different communities and provide an initiative which supports them. “We’re committed to being a community focused port, supporting great causes and we’re very much looking forward to hearing about the impact this round of funding will have on local communities.” One of the previous recipients from the awards in the last round was NI Science Festival. The festival offers a wide range of exciting events focusing on the wonders of science, technology, engineering, art and mathematics. Sarah Jones, Director at NI Science Festival, said: “We are grateful to Belfast Harbour for this funding which will help us to continue to showcase the very best of science in Northern Ireland. “The NI Science Festival has grown to become one of the largest celebrations of its kind on the island of Ireland. We are excited to see how our programme unfolds over 2024 and can’t wait to see the positive impact the support will have for the people of all ages who attend our festival.”

BT Group to recruit nearly 40 apprentices and graduates in Belfast

Sarah Jones, Director at NI Science Festival pictured with Jenni Barkley from Belfast Harbour.

BT Group has announced plans to recruit nearly 40 apprentices and graduates in Belfast for its September 2024 intake.

he company will recruit talent into the company across areas as diverse as software engineering, customer service, applied research, data analytics and cyber-security to support the UK’s fast-growing digital sectors. A total of 39 positions will be recruited to include

28 graduate roles and 11 apprenticeships. The new roles will be based at BT Group’s flagship Riverside Tower office at Lanyon Place in the heart of the city. The building, which officially completed a multimillion-pound refurbishment last year, forms part of BT Group’s Better Workplace Programme- the largest workplace improvement programme and consolidation scheme of its type ever undertaken in the UK. Holly Patton is a Managed Service Apprentice for BT Group based in Belfast. She said: “People assume apprenticeships are only considered as a backup option if university plans fall through, or if you don’t achieve high

grades. Joining an apprenticeship is probably one of the best options available nowadays, as practical experience is invaluable, especially when looking for a job in IT. “An apprenticeship is an amazing way to get on the job experience and to build on existing knowledge, or start completely from scratch.” BT Group is one of the UK’s largest private sector apprenticeship employers and has recruited more than 3,000 apprentices and graduates over the past five years. The company offers apprenticeships ranging from level two, the equivalent to GCSE standard through to level seven, a master’s degree. In 2023, BT Group was ranked second in the Top 100 Apprenticeship Employers in the UK and as part of its Manifesto for responsible, inclusive, and sustainable growth the company has pledged to build a more diverse talent pool. Elaine Bergin, Director of Colleague Experience, BT Group said: “As one of the largest private sector employers of apprentices and graduates in the UK, we continue to recruit and attract brilliant people into our business and we offer unparalleled opportunities to those who join us. “As we build a better BT Group, we’re developing a pipeline of future talent to help grow our business, deliver great outcomes for our customers and to help underpin economic growth in the UK.”

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£10 Million Redevelopment Plan For Rushmere

An extensive £10 million redevelopment project for Craigavon-based shopping destination, Rushmere, has reached a major milestone this week with the unveiling of a new-look transport hub and east mall entrance.

ew paving, outdoor lighting and enhanced road infrastructure have all been undertaken to improve the transport hub’s customer experience, while the east mall entrance has been significantly revamped to create two new retail units. Enhancing the scheme’s food and beverage offering, sandwich outlet Subway opened last week, occupying one of the newly designed units at the east mall entrance. The new addition follows the arrival of book retailer, Waterstones, which opened in October, and new tenant, homeware and lifestyle giant, Miniso. The redevelopment plan, which commenced in spring, has attracted several new tenants to join Rushmere’s robust portfolio of retailers and eateries, creating in excess of 40 full-time and part-time roles, adding to the

existing 1,200 jobs at the scheme. Complementing its growing selection of major retailers, the redevelopment will also see the scheme create dedicated spaces for small businesses and local suppliers to showcase their products in an inclusive retail environment. The first of these spaces will be occupied by Portadown-based florist, Flowers by Sarah. Speciality coffee brand, Fika, has also opened its first coffee kiosk on Rushmere’s mall. Over the next 12 months, Rushmere’s internal appearance will be completely reimagined to enhance the destination’s experience for visitors. Large scale renovations designed to elevate the scheme will include upgraded floor finishes, new ceilings and lighting, and a spacious new main entrance. In addition to this week’s milestone, work has also been completed to

improve Rushmere’s accessibility with a major refurbishment of its toilets and baby changing facilities, situated on the ground floor. Commenting on the major redevelopment project, Martin Walsh, centre manager at Rushmere, said: “This announcement demonstrates our long-term commitment to strengthening Rushmere’s offering to ensure we provide our regional catchment with an outstanding shopping experience for years to come. “We recognise that the retail landscape has evolved, and the everyday consumer is seeking out destinations that offer a great choice

of major retailers, local suppliers, and on-site activity all under one roof. Through this investment, we are confident Rushmere can deliver on all fronts, and since completing several enhancements at the scheme this year, we have already recorded a significant uplift in visitor footfall. “2024 is going to be a monumental year for Rushmere, and we are looking forward to sharing exciting developments and milestones along the way.” The redevelopment project is expected to be completed by late 2024, with new store announcements imminent in the coming months.

Eye on Finance

PGR Acquires Dinsmore & Co To Extend Digital Offering PGR Chartered Accountants, a digital accountancy practice based in Belfast, and QuickBooks’ Strategic Partner for Northern Ireland, extends its digital offering to clients in the Co. Antrim area with the acquisition of Dinsmore & Co.

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ed by Keith Dinsmore and operating from the centre of Ballymena, Dinsmore & Co has been providing accounting, tax, VAT, and payroll services to local small businesses for over 20 years. Jonathan McNeill, Partner, PGR, is looking forward to the opportunity of supporting small businesses in his hometown of Ballymena and recognises the importance of providing a personal local service, and said: “We are delighted to have the Dinsmore team onboard. Dinsmore & Co has a strong client base and a reputation for providing a personal approach and an excellent customer service to small businesses and SMEs in the local area. This culture complements our own strategy to serve small business, entrepreneurs and SMEs better through the delivery of digital accounting services. We look forward to working successfully with the Dinsmore team and helping the clients on their digital accounting journey.”

Keith Dinsmore, Partner, Dinsmore & Co, is pleased with how the acquisition has progressed to date, and said: “Since joining Jonathan and his team in October 2023, we have already migrated over 50 clients onto QuickBooks and have had several tax planning conversations with clients on business restructuring, succession planning, and Research and Development tax credits. The acquisition brings a new chapter to Dinsmore & Co and presents our clients with access to digital accounting and tax expertise at the end of the phone. Having this knowledge in-house is crucial to support our clients with the next phases of HMRC’s Making Tax Digital initiative and make the transition to digital as smooth and as hassle free as possible. It also presents an excellent opportunity for our team to upskill and train in the latest cloud accounting technologies.” Many business owners find it a challenge to keep up to date with the latest legislation and comply with

HMRC’s increasingly rigid return filing requirements arising from Making Tax Digital. QuickBooks is an ideal software to assist with achieving compliance with bookkeeping, payroll, VAT and CIS obligations. Once implemented, a successful cloud accounting solution will reduce the burden of performing those mundane monthly bank reconciliations, automate purchase processes, reduce the paper burden, and ensure compliance and timely delivery of information to business owners and HM Revenue and Customs. By efficiently completing the compliance activities using QuickBooks, we can focus on helping and advising our clients on key business decisions and tax planning opportunities. Our outsourced finance function takes care of your bookkeeping, VAT and payroll for you, providing you with that peace of mind and knowledge that the business is compliant and the records are up to date. Leanne Hillock, Tax Partner,

PGR, believes the acquisition provides an excellent opportunity to provide tax planning support to local businesses, and said: “To date we have supported several Dinsmore clients with different types of tax planning to ensure their businesses are arranged efficiently for the future. By implementing a cloud accounting solution such as QuickBooks we will assist clients achieve compliance with Making Tax Digital, payroll, VAT and CIS obligations. With our combined expertise, the acquisition presents a great opportunity for Dinsmore & Co to provide added value and tax planning advice to its client base”.

If you are looking for assistance on the journey to more efficient accounting and tax services, Dinsmore & Co have the capacity to help and can be contacted at 028 256 44331. Email jonathan@ dinsmoreandco.co.uk

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AbbeyAutoline’s 50th anniversary celebrations helP local community and voluntary organisations

Pictured (L-R) are Jackie Elliott (Commercial Director) Julie Gibbons (Managing Director) Jeni McKelvey (Personal Lines Director) and Wendy Close (People Director).

AbbeyAutoline, Northern Ireland’s largest insurance broker, has successfully concluded its ambitious 50th Anniversary programme by supporting more than 40 charity and voluntary organisations across the region.

ore than 400 staff from AbbeyAutoline’s 15-branch network and headoffice helped raise over £9,000 for local community organisations as part of the insurancebroker’s half century celebrations. AbbeyAutoline committed to the ambitious programme as part of its 50th Anniversary with a focus on giving back to communities that have played a crucial role in the company’s success over the past 50 years. The ambitious calendar of activity included the hugely successful

‘50k in May’ challenge with over 120 staff members embarking on a gruelling challenge to each walk, run, bike or hike 50km in May. Staff laced up their running shoes, fastened their cycling helmets and put their hiking boots to the test to collectively cover an astonishing 6,000km to raise over £4k for AWARE NI. ‘50 Ways of Giving Back’ supported numerous local charities and voluntary organisations across Northern Ireland with staff offering support and practical assistance to make a meaningful difference to their communities.

Staff got involved in a variety of projects including volunteering at food banks, donating in demand items to a variety of community organisations, tidying up community gardens, and fundraising for local charities. The hugely successful 50th Anniversary programme of activities included staff pledging 50 hours of volunteer support to the Northern Ireland Hospice, a long-standing charity partner of AbbeyAutoline, aimed at benefiting the important work the charity does in caring for adults, children, and young people with lifelimiting and life-threatening illnesses. Staff took on a variety of voluntary roles across some of the 24 Hospice shops and supported a series of bucket collections in towns and villages. Staff also tended to the gardens at the charity’s Adult In-Patient Unit at Somerton House and the Children’s In-Patient Unit at Horizon House.

Coinciding with this ambitious programme of community activities, staff also reached the impressive milestone of raising a staggering £150,000 for Northern Ireland Hospice as part of parent company Prestige Insurance Holdings’ wider support of the local charity. Julie Gibbons, Managing Director of AbbeyAutoline, said: “Customers, and the communities we operate in are the focal point of our business, therefore we wanted to mark our 50th year in business by giving back to the communities which have enabled the growth of the company over the past five decades. “Our ambitious calendar of community activity would not have been possible without the generosity and support of our staff members. It is their dedication, passion, and tireless efforts that has allowed us to support more than 40 charity and voluntary organisations across the region.” AbbeyAutoline also celebrated significant milestones in its 50th year, including being named the Commercial Lines Broker of the Year at The British Insurance Awards and Best Professional Services Business at the Greater Newry Business Awards. The business also expanded its presence on the high street, relocating its Newtownards and Portadown branches to vibrant new town-centre premises, as well as launching an innovative new apprenticeship programme with Belfast Met. Julie added: “As we sign-off on our 50th Anniversary, AbbeyAutoline proudly stands as Northern Ireland’s largest insurance broker — a testament to five decades of remarkable growth, unwavering resilience, and an enduring commitment to our valued customers. “We stand tall as the trusted name in the local insurance sector, providing a diverse range of insurance offerings that are meticulously tailored to meet the diverse needs of our loyal customers.”

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GMcG Chartered Accountants £13,000 donation to Air Ambulance NI

Stuart Stevenson (PEMS Paramedic), Colleen Milligan (Air Ambulance NI Business Development Project Manager), Susan Dunlop (GMcG Managing Director) and Ciaran McKenna (HEMS Doctor)

GMcG Managing Director Susan Dunlop was delighted to present a cheque for £13,000 to Air Ambulance NI on 9 January 2024

his is a record charity donation from the firm, after a tremendous year of fundraising activity in support of the firm’s 2023 charity partner. Air Ambulance NI is the charity that works in partnership with the Northern Ireland Ambulance Service to provide the Helicopter Emergency Medical Service. The decision to partner with this charity was the result of a voting and selection process involving

employees from across GMcG’s three offices. This approach is adopted by the firm each year to ensure the charity partner is the choice of employees. Susan Dunlop commented: “This is an incredible amount raised by the firm and testament to the charity that so many people dug deep for such a worthy cause. We were genuinely overwhelmed with the level of support from clients, colleagues and contacts of the firm.

The fundraising was also the result of hard work and creativity from many of our employees who organised and participated in a range of activities, from marathon running to bake sales and even a sponsored silence. Huge thanks to all who participated and of course to the many clients and friends of the firm who donated so generously during the year”. Colleen Milligan, Business Development Project Manager at Air Ambulance NI, adds: “From all the team here at Air Ambulance NI we want to say a very sincere thank you to GMcG Chartered Accountants for choosing to support the Air Ambulance in 2023.

Reaching a medical emergency in rapid time with highly skilled clinicians can mean the difference between life and death. From roadside blood transfusions to performing emergency surgery to anaesthesia, the crew is specially trained to deliver pre-hospital emergency care to both children and adults. Each time the helicopter lifts off we are aware that someone is in great need and that, thanks to the support of GMcG Chartered Accountants staff, their families and clients who donated to their activities so generously, the HEMS team can offer the best chance of saving a life.”

Eye on News

Nominations now open for 2024 EY Entrepreneur Of The Year™ programme The 2024 EY Entrepreneur Of The Year™ (EOY) programme is officially open for nominations. Entrepreneurs from emerging, established, and international businesses operating across all industry sectors from across the island of Ireland invited to submit their nominations between now and 29thFeb 2024.

Pictured at the launch of the 2024 EY Entrepreneur Of The Year programme: Leona McAllister, Chief Commercial Officer, PlotBox, Rob Heron, Partner Lead for EY Entrepreneur Of The Year in Northern Ireland, Ruth Todd, Senior Manager, EY, Jonathan Dobbin, Head of UK Regions, Julius Baer.

he theme for this year’s programme is The Trailblazers. Entrepreneurial trailblazers are true leaders with the courage and capacity to plot and follow their own path, pushing conventional boundaries and limits. Through their exploration of new technologies, sciences, applications and markets, entrepreneurs provide innovative answers and solutions to many of today’s greatest challenges. They are often pioneers within their respective industries both on the island of Ireland and across global markets. They forge their own unique trail to enable their companies, people, and the wider economy to reach new heights and aspirations. Rob Heron, Partner Lead for EY Entrepreneur Of The Year™

in Northern Ireland said: “We are very excited to invite entrepreneurs from Northern Ireland to submit their nominations for the EY Entrepreneur Of The Year™ 2024 programme. Now in its 27th year, the programme exists to acclaim, drive, and inspire entrepreneurship across our island. This year we are celebrating the trailblazing entrepreneurs who are spearheading incredible businesses that are contributing to the growth of Northern Ireland’s economy and local communities. Northern Irish entrepreneurs continue to have a disproportionate global impact, reflecting an international scaling mindset and innate capacity to grow and succeed across borders and cultures. “One of the greatest strengths of the island of Ireland’s entrepreneurial

ecosystem is its diverse composition. For this reason, we are actively seeking and encouraging nominations from entrepreneurs of all ages and from all industries and locations. “24 finalists will be selected for this year’s programme. As finalists they will participate in an exciting strategic growth programme over a 10-month period, including a week-long CEO Retreat to South Africa. They will also be welcomed into our acclaimed alumni community where they will have the opportunity to learn from and be inspired by many of our leading entrepreneurs who remain the heartbeat of the programme.” The EY Entrepreneur Of The Year™ alumni community comprises more than 600 entrepreneurs representing some of the greatest business minds across the island of Ireland. Collectively these businesses employ more than 250,000 people and generate revenues in excess of €23billion. About the EY Entrepreneur Of The Year™ programme The EY Entrepreneur Of The Year™ programme is open to entrepreneurs from all sectors and growth stages in the Republic of Ireland and Northern Ireland. The awards programme is divided into three categories - Emerging, Established and International - with eight finalists chosen per category. The EY Entrepreneur Of The Year™ Sustainability Award will also be presented to one of the finalists in recognition of their business’ significant contribution towards achieving and ensuring environmental sustainability. EOY Judging Panel – Harry Hughes of Portwest to lead this year’s judging panel The 24 finalists will be selected by an independent judging panel, comprising former winners, and chaired

by Harry Hughes CEO of Portwest, who takes over the role from Anne Heraty CEO of CPL Resources plc. Speaking at the launch, Harry Hughes, CEO of Portwest and Chairperson of the EY Entrepreneur Of The Year Judging™ Panel said: “I’m honoured to take up the role of Chairperson of the EY Entrepreneur Of The Year Judging™ Panel this year. Since winning EY Entrepreneur Of The Year in 2017, I have remained very much involved in the programme through the alumni network. Being part of this programme and its network has been hugely beneficial for me, both personally and professionally. The programme strongly advocates for entrepreneurs knowing just how significant a contribution they make to the growth and success of our economy and communities. We know that across the island of Ireland there are many brilliant, pioneering entrepreneurs who are achieving incredible success and I want to encourage them to take the opportunity to submit their nominations for this year’s EY Entrepreneur Of The Year™ programme. Taking part in the EOY programme could be the essential next step they need to take to elevate their business and scale new heights.” The EY Entrepreneur Of The Year™ Ireland programme is supported by Premium Corporate Sponsor Julius Baer International, and Government sponsors Enterprise Ireland and Invest Northern Ireland. Anyone interested can find out more or complete an online nomination form at www.eoy.ie. Those nominating someone else must do so with the entrepreneur’s consent.

Eye onCyber Security

Eye on Cyber Security

Cyber Security Raising The Threat Levels A chat with the management team at Nitec Solutions is always an illuminating experience. But it can also be sobering, even alarming.

Eye on Cyber Security

Ross Neely, Service Delivery Manager,Michael Hutchinson, Operations Director, Gavin Woods, Director

itec, based in Antrim’s Technology Park but with business customers all over the country, isn’t just one of Northern Ireland’s leading technology partners, it has also carved a strong reputation on cyber security issues. “We work hard on building and maintaining that expertise,” says Nitec’s Managing Director Nigel Mulholland. “We have to move fast, we have to keep on top because the perpetrators are doing exactly that. It’s always been a game of cat and mouse.” Nigel, two of his fellow Nitec directors Michael Hutchinson and Gavin Woods, and Cyber Security Specialist Ross Neely don’t shy away from the realities when they’re talking about security issues. They tell it as it is. “There are enough myths around,” adds Nigel. “How often have you heard someone claim that they have been deliberately targeted for a hack, when, in reality, someone in your organisation inadvertently let the wrong person in, or perhaps your security wasn’t as good as it should be in the first place. That might sound a bit blunt, but it’s a fact of business life. Most hacks are “drive by” – you just got caught out rather than being “targeted.”

“Your company’s perimeter used to be at your front door. Nowadays there is no perimeter. Anywhere that one of your laptops or phones ends up in, that’s where your company is too. And that’s before we even consider the cloud. Gone are the days when your data sat in a server within your office walls.” That’s enough to make most business owners and managers sit up and pay attention. But the Nitec boys go on from there. It doesn’t take them long to warm to their theme and some of what they say is enough to make a business owner break out in a cold sweat. “From our experience, there are three common threat routes,” says Gavin Woods. “One is when security systems haven’t closed the door firmly enough. The second is when employees use applications which aren’t up to scratch securitywise. The third is when threats come in via your supply chain. “That really is a sobering thought for a lot of business people. They don’t like to think that they have vulnerability within their supply

chain, and it can tend to make them anxious and suspicious of almost everyone. They can be left in a situation where they rely on their suppliers…but they don’t trust them, at least not when it comes to cyber threats. “We can’t repeat often enough that this whole business moves very quickly. Something that was secure last year isn’t necessarily secure this year.” Cyber threats have come a long way. Not long ago, Nigel Mulholland says, only the most gullible amongst us would fall for the old Nigerian Prince routine online. “These days, threats aren’t going to be badly spelt or come from what is clearly a suspicious mailbox. They’re much more likely

to come from the actual mailbox of someone you know and trust, someone who has no idea that their own system has been breached. Often your valued supplier.” So what can local companies do? First up, say the team at Nitec, they have to wake up, smell the coffee and take security very seriously indeed. “Education can go a long way,” adds Nitec’s Michael Hutchinson. “Organisations can’t afford to simply hope that their employees will see every risk or potential threat. By raising their awareness, you can certainly increase the chances that they will do that. “Educate your staff as often as you can and talk to us about the training programmes that we can offer. Nitec are great fans of story telling, so make sure everyone in your organization is aware of those near misses you have experienced. Cyber security training includes sending phishing test emails to customer networks to put the staff training into practice. There’s nothing like front line experience, after all, to sharpen the senses. This is not about catching staff out, but rather about setting them up to succeed. Nitec’s management team points

Eye on Cyber Security

a lot of their customers towards the Government-backed Cyber Essentials scheme, intended to help small and medium companies harden themselves against the most common forms of cyber-attack. Companies can work towards Cyber Essentials or Cyber Essentials Plus certification and they’re increasingly required as a prerequisite when it comes to tendering for contracts. Not just government contracts, but increasingly private sector organisations are adopting similar policies. “All of this is about making your organisation as inhospitable as possible for hackers,” says Gavin Woods. “There is no such thing as guaranteed security, but there’s no doubt that you can lower your risk and your exposure quite significantly. Set a baseline and, if you fall behind that baseline, fix it.” Nitec’s expertise in Software Development helps us to set that baseline and then report against it. Something clients say they appreciate. That they can see the state of their networks

and are shown a clear path to improving their security stance. As part of that security baseline, the team also advises the adoption of common sense measures like Multi Factor Authentication, a multi-step account login process that requires users to enter more information than just a password. Conditional Access is even more important. Even if the bad actor manages to dupe someone on your staff to give up their username, password and second factor, they are still missing a key factor – they are not trying to access your systems from a secure work enrolled device. These two things together have a profound effect on vulnerability to phishing. Nitec also strongly recommends the use of corporate password management systems which eliminate the need for employees to remember and store multiple passwords. “Password hygiene, both in your professional life and in your personal life, is absolutely essential.” Nitec’s core expertise includes a team of individuals with experience

as software developers, so there’s a depth of understanding about what’s required to help customers square up to potential threats and counter them. “You can do a lot with off the shelf software, but not everything,” says cyber security specialist Ross Neely. “so we develop our own software to help us manage, implement, remediate and report secure customer configurations, at scale. The criminals are using code these days. We have to be able to do the same, only better. “But the bad guys aren’t just using code, they’re also using artificial intelligence, and that opens up all sorts of possibilities for them, and threats for the rest of us. In 2024 the Nitec team reckon using AI to highlight the important signals that a hacker is making headway inside your systems is going to be key. The third principle of what’s known in the industry as “Zero Trust” encourages organizations to “assume breach!” To work on the assumption that the bad actor is already in your network

and still working out what to do next, and leaving a trail as they rummage around your systems, testing for further weaknesses. Organisations can, of course, try to go down the route of Cyber Insurance for added peace of mind. But premiums have increased substantially and, assuming insurance is even offered, it can often come with a lengthy list of detailed security pre-conditions. “It’s a bit like life insurance,” smiles Ross Neely. “Gone are the days when you filled in a questionnaire and got insured. Now you have to undergo a medical. Cyber insurance has changed in similar ways. There are a lot of hoops to jump through before you’re covered.” Nigel Mulholland puts it bluntly. “Your company’s perimeter used to be at your front door. Nowadays there is no perimeter. Anywhere that one of your laptops or phones ends up in, that’s where your company is too. And that’s before we even consider the cloud. Gone are the days when your data sat in a server within your office walls.”

Eye on Cyber Security

First Derivative Aims High As Cyber Solutions Provider Newry-based First Derivative, already well known as one of our leading fintech companies, has a new ambition. The company wants to lead the charge as Northern Ireland’s leading cyber security solutions provider.

“I

t’s a rapidly growing market in Northern Ireland,” says First Derivative CEO, David Collins. “We’re fortunate to have a wealth of talent and expertise in this space and ready to provide cyber solutions for our clients.” A major Bank of England survey from the latter half of 2023 shows that cyber attack is the most cited risk for companies, with 80% of respondents referencing its importance. “Almost every day, there is a headline reporting yet another breach. And, if larger, sophisticated organisations can be breached, then it’s fair to say that anyone can be compromised. “What is vital is for companies of any size to get the fundamental right, to get security measures in place. Even that doesn’t guarantee that they won’t

be attacked, but it could help significantly,” David adds. “Cybersecurity is paramount from the board to end user. Therefore, we want to ensure that cybersecurity is just as important to us as it is to our clients. To defend FD from threats we have employed a dedicated security team that has expertise from a wide range of sectors, from cyber risk specialists to the financial sector, to security leadership and even the business of Formula 1. With that depth and width of knowledge in a vigilant team,

we ensure the risk from attack can be as low as possible.” David Collins agrees with other cyber security experts that people are the biggest weakness in any organisation. “They are often responsible for bringing a threat into the business, whether it is through misconfiguration, accident or social engineering,” he says. “But there are other threats. The increase in BYOD (Bring Your Own Device) usage in the postCovid era, risks from your supply chain, and the advent of AI.”

“We’re fortunate to have a wealth of talent and expertise in this space and ready to provide cyber solutions for our clients.”

“Thanks for our partnership with KX, the FD-owned global software company, and our engagement with bodies like that National Cyber Security Centre, we can be at the forefront of growing threats and understand the risk they pose to our organisation and to our clients. “While large scale attacks from Advanced Persistent Threats groups (APTs) are complex and incredibly difficult to prevent or evade, they are not the most common form of cyber breach for any organisation. A lack of ensuring fundamental controls are in place is still the key cause of cyber breaches, and the larger you get, the larger this risk becomes. So, make sure all your basic controls are in place, make sure your users are extra vigilant and well trained, then you will be more secure than the largest of organisations.”

Eye on Cyber Security

AI and ransomware ‘among greatest cyber threats’ in 2024

Former Ulster Rugby star Darren Cave, right, joined Steven Goldblatt, centre, CEO of leading Belfast IT firm Leaf and Andre Lynch, Security Consultant at global software company ConnectWise to call on businesses to make strengthening their cyber defences the number one security priority this year.

A leading Belfast IT company has called on local businesses to make strengthening their cyber defences the number one security priority this year with ‘bad AI’ and ransomware among the greatest threats in 2024.

eaf, an award-winning cloudfirst managed service provider, made the call as it partnered with global software company ConnectWise for a special event at Ulster Rugby’s Kingspan Stadium. Delegates comprising business leaders from across all sectors in Northern Ireland, heard of emerging threats from cyber criminals with scammers increasingly rushing to capitalise on AI, harnessing deep fakes and social engineering. Leaf Chief Executive Steven Goldblatt said: “Around one-in-three businesses in the UK sustain a cyber attack each year, with the average cost

to victims topping £15,000. “As cyber criminals constantly evolve their methods, it pays to continually renew and shore up your own defences to stay one step ahead of would-be attackers. “Artificial Intelligence is a great example of how an emerging trend that can greatly benefit businesses can also be a double-edged sword to be used by scammers. “That’s why 2024 should be the year you make cyber resilience your organisation’s number one security priority.” Andre Lynch, Security Consultant, ConnectWise added:

“All businesses, regardless of their size, are potentially vulnerable to cyber breaches or attacks, with around a third of small businesses identifying attacks, 59 per cent of medium enterprises and 69 per cent of large organisations. “As such, there is no room for complacency especially given the impact of cyber breaches, from downtime, loss of revenue, to damage to your reputation and possible fines or legal action. “Focusing on resilience with a well-designed cybersecurity solution encompassing firewalls, mobile device security, multi-factor authentication, advanced endpoint detection and response, and more, can ensure your business is in the best shape to protect itself and the data of your employees and customers.” Leaf was recently recognised as Cybersecurity Partner of the Year for its collaborative work with ConnectWise at the Florida headquartered company’s second annual WISE Awards.

Leaf, which last year celebrated its 20th anniversary boasts a mix of clients in Northern Ireland including George Best Belfast City Airport, MCS Group, Translink and Ulster Rugby. It also works closely with leading local charities Action Cancer, The Now Group and Autism NI, delivering a range of IT services. Leaf IT opened its Dublin office in 2014 as part of its strategic growth plans on the Island of Ireland, growing its footprint in the busy Irish marketplace with a broad range of clients including AMOSS LLP and the Bar of Ireland, which represents more than 2,500 barristers, along with leading construction consultants Mitchell McDermott.

For more information, visit www.leaf-it.com.

Eye on Cyber Security

Strategy Launched For Growth Of Ireland’s Cyber Security Sector Cyber Ireland, the leading national cyber security cluster organisation, has today launched a comprehensive strategy aimed at driving the growth of Ireland’s cyber security sector by 2030.

ith a proven track record since its establishment in 2019, Cyber Ireland has evolved into a national representative body, uniting over 160 member organisations, including start-ups, SMEs, multinational corporations, and educational institutions. Originally conceived to address cyber security skills shortage as an initiative at Munster Technological University, Cyber Ireland has grown into a recognised industry force, hosting activities across four strategic workstreams and also responsible for organising the annual Cyber Ireland National Conference (CINC), the premier cyber security conference which attracts leading cyber security experts from across Ireland and the globe. According to the State of the Cyber Security Sector 2022 report the cyber security sector in Ireland employs over 7,300 professionals working across nearly 500 companies contributing €1.1 billion annually to the economy. Ireland requires a strong domestic cyber security sector with companies of scale that can deliver high value services to provide cyber resilience for the country and compete internationally. This can build on existing strengths as the island of Ireland grows into an international hub in Europe for cyber security multinational operations and further increase FDI in cybersecurity. There has been strong demand for cyber security skills over the past four years with a trebling of job roles advertised between 2019 and 2022, from 2,000 jobs advertised to 6,700 open roles. On a growth trajectory of 10%, the sector anticipates the creation of

Pictured from left: Anne-Marie Tierney-Le Roux, IDA, Michael Hayden, Enterprise Ireland, Dr. Donna O’ Shea, Munster Technological University, Pat Larkin and Eoin Byrne, Cyber Ireland and Joseph Stephens, The National Cyber Security Centre.

10,000 additional jobs by 2030, totalling 17,000 in the sector, contributing €2.5 billion per annum to the economy. How this demand is met given the existing skills shortages and skills gaps will be central in making Ireland a leader for cyber security talent globally. Pat Larkin, Chairperson of Cyber Ireland and President, Ekco Security, said, “There is an incredible opportunity in front of us. Analysts quantify the current Cyber Security market opportunity in or around 200-250BN USD with a 15% growth rate. A recent consultancy report estimates that the current vended market spend may be 10 times under penetrated and thus the addressable market may be between 1.5 and 2 trillion USD.” “No matter how you look at it, we cannot capture or service even a small percentage of that addressable market currently as individual entities. By working together as an industry sector we have a massive opportunity to capture a greater share of this market from Ireland, through Cyber Ireland,” Larkin added. Kevin Buckley of Enterprise Ireland, said, “As a key supporter of Cyber Ireland,

Enterprise Ireland is delighted to see the launch of this ambitious plan to grow employment and investment in this critical sector. Ireland is building a global reputation for innovation in cyber security and Enterprise Ireland is committed to assisting established companies and start-ups in this sector to realise their global ambitions.” Eoin Byrne, Cluster Manager Cyber Ireland, said, “We have established the cyber security cluster as the representative body and coordinator of industry in Ireland, and are now recognised in Europe with our Cluster Management Excellence Award. We have quantified for the first time the size, scale and contribution that the cyber security sector makes to Ireland inc. and its potential for growth. We now need to take Cyber Ireland, and the cyber security sector, to the next level by working with the wider ecosystem across industry, government, academia, training providers, research, investors and industry associations to drive business growth and position Ireland as a global leader,” Byrne said.

The opportunity now exists for Ireland to capitalise on its cyber security strengths and competitive advantages to develop a leading cyber security sector in Europe, and globally, providing resilience domestically and competing internationally. Cyber Ireland aims to be the driving force to deliver on Ireland’s cyber potential through the implementation of its new cluster strategy 2024 – 2027. The new strategy has four Focus Areas across Building the Community, Driving Business Growth, Developing the Workforce, and Advocacy and Promotion. The cluster has recently been accredited with the European Cluster Excellence Initiative (ECEI) Bronze Label for “Striving for Cluster Excellence” by improving its management capabilities and performance levels. Cyber Ireland joins over 1,000 cluster organisations from 45 countries that have been benchmarked and received the award. The recognition will create additional opportunities for the cluster to promote the sector and engage with European organisations and clusters, and secure European funding.

Eye on Energy

Wilson Power & Energy marks a successful 2023 as they look forward to a ‘green’ 2024

ollowing an outstanding 2023 where Wilson Power & Energy enjoyed significant growth and milestones including an impressive 47% increase in solar projects over 250 kWp, and a 300% growth rate for their team, the duo behind the Dromore-based business, Owners and Directors Andrew Wilson and Peter Watson, are looking forward

to continued success in 2024 as well as additional recruitment to facilitate continued growth. Commenting on the success of the past year and his outlook for 2024 Andrew Wilson said, “Our expertise is in developing solutions that enable energy independence and business continuity across the manufacturing, technology,

hospitality, healthcare and agriculture sectors. Growth across these sectors, combined with our over 35 years in-house experience in the UPS and battery (secure power) industry, have contributed greatly to our continued strength.” With thanks to their strong skillset originating in data centre UPS installation and

maintenance, the Wilson Power & Energy team continues to see constant growth in this area. Due to the extremely high standards and demands dictated by the data centre industry, this sector has been an ideal area to strengthen Wilson Power & Energy’s offering, delivering these same high standards to clients across all sectors where they work.

Eye on Energy In 2024 more businesses and large organisations are likely to seek out energy independence and future-proofing their operations, particularly following the System Operator NI (SONI)’s recent indication of a higher risk to supply due to the closure of Kilroot power station here in Northern Ireland. These are quickly becoming a specialist area for the company with several microgrids lined up for completion this year for a wellknown developer along with a strong pipeline of direct clients. “More businesses are reviewing their continuity plans and seeking to es tablish energy independence,” says Peter Watson. “Not only are we seeing increased interest in on-site microgrids to help businesses stabilise their costs and maintain competition within their markets, but this can also be a great solution to help ensure business continuity in moments of uncertain power supply such as the recent winter storms.” In addition to their existing expertise in data centres, Wilson Power is also seeing growth in the hospitality and healthcare sectors, with several solar PV installations at varied hospitality venues currently pending NIEN approvals. Additionally, the team recently secured a 5 + 2-year UPS and battery maintenance contract with the Northern Ireland Health Trust and are currently installing Several Schneider UPS (uninterrupted power supply) and 23 IPS (isolated power supplies) at Belfast’s Royal Victoria Hospital. These projects not only highlight the company’s technical prowess but also underscore its dedication to creating a greener future for the local community as they work to help organisations enhance their energy performance. Supporting their work in sustainable energy, EV charging continues to grow in popularity for Wilson Power & Energy’s clients, with options to integrate charge points with solar PV installations. Highlighting this as an area for continued potential Andrew Wilson added, “The UK government’s roll-out of

(L to R): Wilson Power & Energy Owners and Directors Andrew Wilson and Peter Watson.

“Not only are we seeing increased interest in on-site microgrids to help businesses stabilise their costs and maintain competition within their markets, but this can also be a great solution to help ensure business continuity in moments of uncertain power supply such as the recent winter storms.” new EV charging legislation to enhance the EV charging industry standard and build driver confidence in November shows much-needed commitment to EV adoption by government, but has also put pressure on EV charge point owners to ensure their equipment meets a certain standard.” The legislation – which applies to all organisations offering public EV charge points 8kW or above in the UK – includes regulations and guidelines including offering increased price transparency and visibility at charge points, offering contactless payment options and network roaming for charge points, and ensuring 99% reliability for each individual charge point

throughout a calendar year and charge point owners could face fines of up to £10,000 per non-compliant charge point. “The new regulations around EV charging are requiring charge point owners to be more actively involved in the ongoing monitoring and maintenance of their charging infrastructure,” added Peter Watson. “Whilst all this new legislation could feel like a burden for independent charge point owners, our team is delighted to be supporting clients across the UK with installation and support including backoffice management systems which can manage usage for employees, the public, or as a service and help suppliers comply with new legislation.”

Recently a returning customer for Wilson Power & Energy has ordered a further 12 Rapid DC EV Charging points, bringing their total to 32 for private company use throughout Ireland. Their continued partnership with Wilson Power reflects on the team’s deep knowledge and wrap-around support for EV charging installations of all sizes. Reflecting on Wilson Power & Energy’s continued success Andrew Wilson said, “Our team continues to set standards locally and internationally, driven by its specialisation in renewable energy systems, exclusive supplier relationships, and commitment to innovation and sustainable practices. We are delighted that our expertise continues to be recognised through new client wins and continued work with existing clients as their requirements evolve, and we look forward to another successful year working with clients across the UK and Ireland.”

Visit wilsonpowerandenergy.com or contact hello@ wilsonpowerandenergy.com

Eye on Economic Outlook

Business Leaders Forum Before the welcome news in late January that the DUP has agreed to come back into devolved government at Stormont, this was something that just about every business leader would have had on his or her wish list, along with items like more competitive interest rates, lower energy costs and, in an ideal world, corporation tax at sensible levels.

Richard Buckley Editor, Business Eye

As we move into 2024, what are your hopes for business and the economy here in Northern Ireland?

ut, as we tell our kids, we can’t have everything. So the return of a Stormont Executive & Assembly ranks as a pretty solid start to the new year. What’s more, the various changes that the DUP’s boycott have delivered to post-Brexit trading arrangements don’t look as though they will fundamentally affect our advantageous position of having access to both GB and EU markets. Can we make hay while the sun shines? Will our sunny uplands (as Ian

Paisley once described post-Brexit Britain) remain bathed in sunshine? Around these parts, it’s hard to be over confident. There’s always the lingering thought that our politicians will somehow contrive to snatch defeat from the jaws of victory. At the time of writing, we were moving towards the formation of a new Executive. By the time anyone reads this, Michelle O’Neill should be First Minister, someone from the DUP will be by her side (at least in person

if not in spirit) and we’ll have a shiny-faced set of eager new Ministers ready to do their jobs. Public sector pay disputes will be settled, budgets will be allocated and we can start taking a long, hard look at the work that needs to be done around the place we call home. Will it all be plain sailing? Definitely not. But at least we’re heading in the right direction. Let’s hear what our impressive cross-section of Northern Ireland business leaders has to say…

Eye on Economic Outlook

Jeff McCartney Group Operations Director, Charles Hurst Group

y the time you read this, I hope that we will have a firm, stable and sustainable Executive in place which makes business and the economy a key priority in any new programme for government. Regardless, businesses, including ours, will continue to make growth, investment and improving performance their priority for the financial year ahead, acutely aware of the many risks and challenges still pertaining in the local and global economy. In our business, consumer confidence remains vitally important and after the many knocks in recent years – rising interest rates, a cost-of-living crisis and sluggish economic growth, there are reasons to be optimistic. Headline inflation is forecast lower, supporting the prospect of lower borrowing costs and rising disposable incomes. Notwithstanding, business

costs remain at their highest level for a generation and the drive for growth, better margins and new revenue streams to ringfence future investment will be vitally important. At Charles Hurst, we remain focused on building a strong momentum in executing our strategic priorities which are underpinned by our commitment to customer service excellence and providing real value and the best choice for our growing retail and business customer base. In 2023 alone, we invested more than £10 million to maintain our position as the region’s car market leader, in our growing estate and in our commitment to be Northern Ireland’s number one choice for all-electric driving, bringing groundbreaking new brands including CUPRA and ORA to our portfolio of more than 20 popular and prestige brands. During the year,

we launched Northern Ireland’s only Lotus dealership, fully refurbished our Nissan dealerships in Belfast and Newtownards and redeveloped our Boucher Road parts centre. Since the end of the pandemic, car sales have enjoyed successive month-on-month growth as the market continues to recover and stabilise and the drive towards EV take-up continues to increase as we move towards a zero emissions future with greater choice and value now on offer and a more acute focus on public and private investment in the infrastructure required to sustain it. Though there is scope for significant improvement, the UK remains one of the frontrunners in pursuit of an effective transition towards EV adoption. For a new local Executive, ensuring it is well placed to deliver on the net zero emissions targets already

in place, will be an early priority. Like every business, we’ll continue to focus on improving our processes, be more efficient at what we do while continually investing in the development of our most important asset – our staff – which underpins our continued success. In an increasingly uncertain world, there is plenty to look out for. Risks and challenges will always exist. However, we believe that with our positive growth focus and our unrivalled experience after almost 115 years in the business, the outlook is bright. With an acute focus on managing the risks well – and perhaps in a region where we have a dynamic local government more attuned to growing our local economy – we can, and should, look forward with confidence.

Eye on Economic Outlook

Barbara McKiernan Managing Director, Van Rath

he last number of years has illustrated the tremendous resilience of NI’s business base to weather the significant economic and societal challenges that have been thrown at them. In an ongoing environment of sluggish economic growth, higher prices and contractionary monetary policy, it is my immediate hope that firms can continue to show similar resilience in the prevailing economic environment. To facilitate this, it is imperative that our businesses receive the necessary support and political leadership to face the significant challenges that exist - at its heart this requires a fully functioning Executive and our economic development agencies working in tandem with businesses to deliver the much-

needed support that is required. I should stress that it’s not all ‘doom and gloom’. Reflecting wider business sentiment data, the feedback that I have received from numerous NI business leaders since the beginning of the year is that there is considerable cause for optimism and the green shoots of growth are tentatively beginning to appear. In the medium to long term, I would hope that this optimism can translate into the NI economy pivoting to tackle the wider structural challenges that persist, most notably our relatively lower levels of productivity. The challenges in addressing our productivity gap are well versed and VANRATH will continue to focus its efforts on ensuring the NI businesses are provided with

access to the appropriate skills base to raise their productivity levels and realise their growth aspirations. To facilitate the wider recruitment and retention of employees, it will be imperative that businesses look beyond remuneration as their USP and place a more overt focus on the wider benefits that employees are looking for including flexible working arrangements and wider support for their physical and mental health. In essence, businesses who are keen to scale or struggling to retain key people must look at their overall package not as an optional extra, but as an essential component of a forward-thinking and peoplecentric organisational strategy. By prioritising the well-being and professional fulfilment of their

workforce, businesses can establish resilient environments that not only withstand competition but also thrive in an ever-evolving professional landscape. In short, subject to the creation of an environment that provides businesses with the wrap-around support and political leadership that is required, during 2024 I believe we can shape a future where Northern Ireland stands as an exemplar of economic success and professional fulfilment. As the Managing Director of VANRATH, I am committed to playing an active role in realising these aspirations, connecting skilled professionals with opportunities, and contributing to the overall growth and stability of Northern Ireland.

Eye on Economic Outlook

Cathal Geoghegan Managing Director, Henderson Foodservice and President, Northern Ireland Chamber of Commerce and Industry

024 must be the year when we commit to real progress and long-term transformation in Northern Ireland. While many significant challenges persist, businesspeople know that opportunities abound too. NI Chamber’s latest economic survey report told us that almost two thirds of members believe their business will grow this year. That increased sense of optimism makes this the opportune time to double down on developing the region’s distinct competitive edge and in doing so, position people, businesses and communities for long-term, shared prosperity. Late last year, the UK government accepted the principle of a needsbased funding model for Northern Ireland, something which in my role at NI Chamber, we have been advocating for, for some time. And whilst it is regrettable that we

commenced another year without an Executive, I remain hopeful that the coming weeks will see the devolved institutions restored. With so many competing priorities and demands, managing the public finances and addressing public sector pay will be the greatest immediate challenges an incoming power-sharing Executive will face but they are certainly not the only ones. Also at the top of the list are measures to help businesses meet their sustainability ambitions and grow exports, a focus on boosting competitiveness and help to develop productive and resilient workforces of the future. Encouraging firms to realise their export potential and grow internationally is central to the development of a 10X Economy. Dual market access provides NI businesses with a distinct competitive advantage as a trading gateway to the EU and

Great Britain. In 2024 and beyond, we must make a concerted effort to capitalise on that position. With only six years left to meet 2030 net zero targets, creating the conditions for public and private sector investment is crucial. Green growth presents businesses, including my own, with challenge and opportunity in almost equal measure. Right now, there is a wall of green capital building up ready to invest but to do so, we need action from an Executive on areas including planning and green skills investment. We know too that lack of access to affordable childcare remains a significant barrier to business growth. Currently, the issues are made more acute by the absence of an ambitious Childcare Strategy for Northern Ireland. Whilst business is playing its part, there is much that a restored Executive could do.

Given the persistent issues with our skills deficit, we also need a restored Executive to deliver on the apprenticeship levy by bringing Northern Ireland into line with the rest of the UK. This year, businesses in all sectors will hope to see the issue of spiralling business costs and taxes tackled in a way that unlocks sustainable growth. With the Spring Fiscal Statement soon upon us and the possibility of a restored Executive ongoing, if we get it right, 2024 can be a genuine springboard for growth. And as businesspeople we must work with policymakers to ensure it is delivered.

Eye on Economic Outlook

Chris Conway Group Chief Executive, Translink

y hope is that 2024 becomes a watershed moment for sustainable transport in Northern Ireland, a year that we will deliver unprecedented advancements in public transport infrastructure, fleet, facilities and services with benefits for economic, environmental and social wellbeing. We’ve significant developments planned including Belfast Grand Central Station opening its doors later this year; a game-changer for public transport in NI. It will be the largest integrated transport facility on the island of Ireland, catering for around 20 million passenger journeys a year, stimulating growth, enhancing infrastructure and improving connectivity to support a modern, confident vision for Belfast and Northern Ireland. The new York Street Train Station will also breathe new life into the city and we will continue to invest in service enhancements, deliver the next key phases of contactless ticketing and decarbonise our fleet with further roll out of zero emission electric buses across NI as we build on our momentum towards Net Zero by 2050. Climate change is still our era’s defining challenge, with overwhelming evidence demanding swift and decisive action to collectively reduce emissions and create a modal shift towards sustainable transport. And this year I look forward to working with everyone, including local businesses, encouraging them to promote sustainable travel options. As we progress, I hope our planned developments inspire more people to make greener journey choices, instilling a collective understanding of the opportunities afforded by sustainable transport and the serious consequences in any lack of decisive action when it comes to the global climate emergency. Modern public transport is the linch-pin in delivering a thriving society, touching the lives of everyone in NI, not just those that use our services. It’s essential for enabling huge opportunity offered by green growth, connecting people and places and attracting inward investment. Translink services enable workforce movement and accessibility; support retail/hospitality industries and impact bottom-line through staff and customer access. They reduce traffic congestion and its knock-on economic impact and contribute to NI being an attractive place to visit as well as supporting the all-island tourism offering. I hope that 2024 is the year that we all decide to make that shift towards sustainable transport and at Translink we look forward to welcoming you on board so that together we can unlock a healthier 2024, paving the way for our shared and sustainable future. Of course, the immediate urgent need for restoration of the NI Executive remains. Decades of under investment in public transport here will take years to reverse. But with the developments we have planned this year, I hope that 2024 can be that watershed moment to make public transport your first choice for travel, today for tomorrow, and create a Better Connected future.

Eye on Economic Outlook

Richard Gillan Managing Partner, Grant Thornton Northern Ireland

ne of the major challenges facing business here is ongoing high inflation and the higher interest rate environment this has delivered. The absence of local political leadership for two years makes life difficult for business here and the uncertainty created continues to hinder the region’s economic progress. Northern Ireland’s public sector has gone sharply into the red due to endless one-year budget cycles and a lack of political accountability. While the UK Government has offered a funding package to restore the Executive, it seems unlikely that it would be sufficient to address the budgetary issues. A sustainable and prosperous economy requires a “fiscal floor” for public service spending and a fully costed Programme for Government that provides a long-term strategic vision. Despite these challenges, local business leaders are determined to continue investing and growing their businesses in 2024. The Chancellor’s Autumn Statement confirming that expensing for capital investment would become permanent is a positive development, giving firms the confidence to plan ahead and invest in the future. Plans to improve grid connectivity, increase grid capacity and enable net zero projects were also on the Chancellor’s agenda and will be a priority for Northern Ireland. Northern Ireland’s unique access to both the GB and EU markets presents an opportunity for firms to unleash their potential in these markets. However, the region’s economic growth is expected to be modest, with Ulster University’s Economic Policy Centre forecasting growth of 0.8% in 2024 and 1.1% in 2025. Weak consumer spending and higher interest rates continue to influence consumer spending plans. With the labour market expected to remain tight over 2024, retention of skilled staff remains a top priority for businesses. This is prompting many businesses to think about pay and reward in a broader sense. For example, we have seen an upsurge in share incentive schemes being implemented to attract and retain talent. However, the cost of labour in Northern Ireland is becoming less competitive, leading companies to explore technology and robotics to replace manual labour. We would love to see movement on items such as business rates and planning bureaucracy. Meanwhile our further and higher level education institutions need support to help cut the brain drain, and we need to invest in our infrastructure if we want to attract serious investment. Reducing the current 25% corporation tax rate in Northern Ireland to make it more competitive with the Republic of Ireland would go a long way to assist on that front, and we shouldn’t accept that this isn’t achievable. We all acknowledge that such policies require investment in the short-term but, done properly, they would surely yield substantial dividends. Almost 70 countries around the world will be holding elections in 2024. Nearly two billion people will be going to the polls in GB and NI, the US and India alone. Political stability is central to investment – more than ever, we need our politicians, and those with the purse strings, to deliver.

Eye on Economic Outlook

Martin Agnew Joint Managing Director, Henderson Group

s we began 2023, we were facing rising energy costs, a cost of living crisis, peak inflation rates, higher wage costs and a whole lot of uncertainty. “We also had hope that Northern Ireland would soon have its Executive back in government, there to help Northern Ireland PLC navigate the impacts of Brexit and the NI Protocol. “At the time of writing, we have seen a breakthrough in talks that would suggest we are on the home stretch to getting the Executive back up and running at Stormont, which is a priority that every business leader will hope for in 2024. We need our government back and making informed and sustainable decisions for the people of Northern Ireland. “Effective leadership is so crucial for Northern Ireland, and where that has been absent in recent years, our business groups, chambers and business leaders themselves have stepped in and created an agenda for business continuity through a year that served up a host of challenges. “If there is one thing you can rely on NI businesses being, it is innovative. In 2024 there is no doubt that Northern Ireland will continue to put itself on the map for diversifying and scaling up in pioneering ways. At Henderson Group, we have the advantage of working in a robust industry, but one which requires a level of innovation that threads through every area of our work, from communications to logistics, technology and trading. “Good business also needs good investment, which we will continue to do alongside our SPAR, EUROSPAR and ViVO retail partners and company-owned stores, to create stores that give shoppers greater efficiency when they visit. That means extending and renovating, but also installing tech and hardware which gives shoppers a choice between, for example, self-check outs and traditionally ‘manned’ tills, or the opportunity to pay for their food to go at the counter, but also having the option to have a ‘handleless’ cash system, which we’ve installed in a majority of our stores. “For our business, 2024 will also see us advance our sustainability strategies as a Group, following on from our announcements at the end of 2023 that our Retail company has partnered with bp pulse, bp’s electric vehicle charging business, to install 200+ ultra-fast and rapid chargers at over 100 of our SPAR and EUROSPAR stores in Northern Ireland. “We have also switched on 1,494 solar panels on the roof of our fresh warehouse at headquarters in Mallusk, and plan to implement stage two of our solar power ambitions this year. “Investment is key, and we will continue to channel our profits back in to the business, our community stores, our retail partners and our people, as we do year on year.”

Eye on Economic Outlook

Joe O’Neill Chief Executive, Belfast Harbour

fter another strong performance in 2023, Belfast Harbour is looking ahead into 2024 with optimism about the opportunities for further growth. Last year we recorded steady results in our core port business and saw significant progress with a number of landmark developments across the Harbour Estate. Trade through the port was as we expected in our projections, with a record year for roll on roll off freight traffic delivered by our key port partner Stena Line as we collectively continued to invest in our terminals, facilities and ships. Belfast also enjoyed a record cruise season, with 57 ships from 32 different cruise lines making 158 calls to Belfast, bringing 320,000 passengers and crew to the city and region and providing a huge boost to Northern Ireland’s tourism sector.

The year also saw a range of global and local companies move into office space at our newest, highly sustainable, Grade A office building City Quays 3, while we were also delighted to see continued progress on the film studios expansion. Like every business, we are mindful of the challenges in the economy, which have affected both our customers and our own operations. Everyone has felt the impact of the rapid rise in inflation over the past 18 months, and we join the rest of the business community in hoping the impasse in local politics arising from post Brexit trade arrangements can be resolved soon. In the midst of these challenges Belfast Harbour’s vision to be a world leading regional port, a key economic hub for Northern Ireland, and to create an iconic waterfront for Belfast has not changed.

During the year ahead we will complete the construction of the first BREEAM Excellent logistics hub on the island of Ireland, a 50,000 sq ft, £10m temperaturecontrolled facility to be leased to our partner Manfreight; invest in terminal improvements at VT1; see the arrival of a new pilot boat, bringing further resilience to our operations; complete the major expansion of Belfast Harbour Studios, creating the first BREEAM Excellent studios in the UK; and we anticipate another successful cruise season. In addition, we continue with our plans to make the Harbour Estate a place to live with the construction of the Loft Lines development and planning achieved for our ‘build to rent’ project known as City Quays 4. We will also complete phase one of City Quays Gardens, a project to create a fantastic new

green space for the city, and we expect to progress a number of exciting new Smart Port projects, including the Harlander autonomous bus shuttle service. Belfast Harbour also plans to keep helping meet the needs of our communities this year, through long term initiatives and our Community Awards, the latter which will have an enhanced fund of £100,000 to support grass roots organisations and charities. This year will also see Belfast Harbour outline our long-term ambitions in a new strategy and masterplan, which we plan to consult on widely through the year. Our team is anticipating a busy year ahead and we look forward to playing our part in enhancing the socio- economic outcomes for the region and continuing to develop Belfast Harbour as a place that people want to work, live, study in and visit.

Eye on Economic Outlook

John Keane CEO and Chairman, Ardmore Group

o, what is there to look forward to in 2024? From my point of view – plenty! Both for our businesses and the economy in general, while growth may remain subdued in some quarters, many of the indicators are becoming increasingly positive. Take the most recent quarterly survey from the Northern Ireland Chamber for example which led

with the line that the majority of companies here believe the economy is “back on track”. That points to higher levels of confidence among businesses here, and that is half the battle. Confidence is everything and consumers are becoming increasingly more upbeat as well, buoyed by softened levels of inflation and hopes that interest rates will (at worst) remain steady this year.

Take these together and there are shoots of positivity to grasp, which is what businesses in Northern Ireland are good at. Of course, this could all be helped by a return of the Northern Ireland Executive – which at the time of writing (and most likely at the time of publication!) – didn’t look any closer than it did six months ago. For the Ardmore Group, the past 12 months have been incredibly exciting as we continue our story of growth. The addition of Confluence Consulting, headed by former Stormont Minister and Belfast Chamber CEO Simon Hamilton, has added

further breadth to our group offering which already included Ardmore Advertising, PR agency LK Communications, and e-commerce specialist BFG Digital. Meanwhile, Creativepool named us the Independent Agency of the Year while we also maintained our place in Campaign Magazine’s Top 30 regional creative agencies. If we’re serious about getting “back on track”, then this year could prove pivotal with a recent bellwether report from the IPA (Institute of Practitioners in Advertising) finding that marketing budgets are at their highest level in a decade as organisations seek to build brand loyalty beyond what have been “tough times”. For us, sustained growth ahead is envisaged, as we continue to partner with a growing roster of local, national, and international clients. Major recent campaigns such as launching Northern Ireland’s new enterprise service Go Succeed has really resonated with the wider business community and economy. We also recently extended our partnership with Belfast Harbour – a relationship that has now spanned almost four decades. It’s creating and building those relationships, and developing a deep understanding of the needs of clients and consumers, that brings success. It’s true not only for us but for companies across Northern Ireland, and beyond. Together, as a community of businesses, let’s make 2024 the year that Northern Ireland truly bounces back – and we’ll be here to tell the story!

Eye on Economic Outlook

Graham Stewart Group CFO, Hospital Services Limited

orthern Ireland has so much to offer in terms of innovation and home-grown entrepreneurship despite being continuously under-served due to a lack of functioning government in Stormont. A stable political landscape would not only benefit our local economy through better engagement with the UK government, and through the use of devolved powers, but would also open the doors to additional investment into our region by increasing confidence for external funders. It is my hope that Northern Ireland’s entrepreneurial spirit continues to be nurtured, and that in turn leads to sustained economic growth and prosperity. It is of utmost importance that we continue to foster a positive environment for businesses and the local economy.

In addition to our hopes for the wider Northern Ireland economy, HSL would like to see significant investment into our healthcare sector prioritised in 2024. Having worked closely with healthcare professionals from varied backgrounds and working at all levels over the past sixty years, our team has been at the coal face with clinical and operational staff across all six health and social care trusts in Northern Ireland and has witnessed first hand the decline in investment in our health services and the results of the crippling strain faced by the NHS. We hope to see increased investment in training as well as more incentives to encourage young medical professionals to pursue long and rewarding careers locally in our healthcare sector. In addition to investment in personnel, it will be equally

important to continue to improve facilities and infrastructure by continuing to upgrade to the most cutting-edge healthcare technology, surgical and diagnostic imaging equipment. Not only would enhanced investment improve the overall patient and healthcare worker experience within our NHS, but would also significantly help to reduce the ever-growing waitlist and address inefficiencies within the current system. As the way our healthcare system functions evolves, we are also hopeful that investment will support the continued streamlining of processes within the health trusts to promote efficiency and reduce carbon footprints by way of reducing unnecessary hospital visits, reducing the amount of travel required by patients as well as within the

Trusts, and making information more easily accessible by healthcare professionals for a more collaborative approach to patient care. We are proud to be supporting health trusts to rollout the Encompass project which will see a new electronic patient record system implemented across Northern Ireland’s health trusts, bringing the greatest transformation in a generation to health and social care. With added investment in modernising our healthcare system we would not only be able to address many of the issues adding pressure to our NHS but also support economic growth through higher levels of workforce participation across a healthier population.

Eye on Economic Outlook

Brian Gillan Head of Retail and NI, AIB

In a post-pandemic, post-Brexit world, businesses are more future focused than ever before. With that comes a need to be even more future proofed, having the strategic insight, services and support in place for businesses to safeguard and adapt in the face of ongoing change. Over the past year, we’ve seen examples of firms who have restructured to capitalise on future export opportunities, and leaders who have struck up new market and stakeholder relationships to be better placed to take on new prospects. We have seen companies start new staff engagement programmes, focusing on work life balance and positioning themselves as ‘employers of choice’ for growth in a challenging labour market. In 2024 we expect this focus on future proofing to continue, with an added spotlight on corporate responsibility and sustainability to ensure we as a society transition to a low carbon economy. While we have seen inflationary pressures tail off somewhat, the ‘cost of living’ crisis and with it the ‘cost of doing business’ crisis is still a key challenge for all of us. The local business community is very resilient and resourceful but for the economy to thrive, it is vital that businesses have access to supportive systems. At AIB we’re keen to do our part to help businesses capitalise on opportunities through access to finance and support, which in turn will support economic growth in Northern Ireland. Across our personal, mortgage, business, and corporate teams, we’re fortunate to have an incredibly talented local team of sectoral and banking experts, people who want to help companies grow and achieve their ambitions in 2024. The theme of AIB’s seventh annual Sustainability Conference held at the end of last year was a ‘Time to Act’, and that is our hope for businesses and the economy in 2024. That all leaders – those in government, the community and across businesses – come together to act in the best interest of our economy and society. Recognising rising customer demand and the need to do to more to help combat climate change, AIB has tripled its Climate Action Fund to €30 billion as it takes further action to support the transition to a low carbon economy by increasing its green lending. At an AIB Group level, we have set a target for 70% of new lending to be green or transition by 2030 and we have been accelerating the rollout of products and services that assist customers in reducing their carbon emissions. Our experience is that the more sustainable lending we do, the more capital we can attract to finance such investment. We are acting now to ensure AIB is leading the financial market in climate change action – benefitting not only our customers and the wider economy, but wider society. We want to ensure a greener tomorrow by backing those building it today. Given the scale of the challenge and the lack of time available to us, it really is time for us all to act…collectively.

Eye on Economic Outlook

Glyn Roberts Chief Executive, Retail NI

024 must be the year of opportunity for Northern Ireland plc. Despite ongoing political difficulties, we have many opportunities and reasons to be positive. Northern Ireland has vast untapped potential. We have a skilled workforce, a steady pipeline of talent from our higher and further education institutions, dual market access, and emerging clusters in new industries like tech, cyber security, and health and life sciences. But there is so much more we can achieve if we get the fundamental building blocks in place. Things like ensuring political stability at Stormont, fixing our planning system to facilitate speedier construction of major capital infrastructure projects, investing

in our educational institutions to ensure our workforce of the future has the right skills and competencies, capitalising on our dual market access, and reforming our public sector to remove our dependence on it will all help NI to achieve more. For an incoming NI Executive, Retail NI has set out our new proposals for additional rates relief to incentivise businesses to scaleup and create new jobs or invest in energy efficient technology. Retail NI is now doing so much more to support manynew and existing local agri-food sector companies with their route to market with our retail and wholesale members. We use our magazine as a marketplace to promote their products, send a fortnightly email to thousands of retailers

promoting any new products, host an annual trade show to showcase them and a growing number of them have even made successful elevator pitches to our board. Many of these are brand new businesses who don’t yet have the capacity to get on central billing of our wholesalers but are looking to get their produce in perhaps a dozen or so stores to get started and build up from there. Retail NI has helped hundreds of these companies with this process and want to go further still in helping them realise their full potential with the local market. By welcoming these agri-food businesses into our membership this has changed Retail NI into a supply chain organisation. We now have breweries, bakeries, diaries and many more local

producers’ as active members or Retail NI, building productive relationships with our independent retailers and wholesalers. We are delighted to confirm that 27th February 2024will be our next Supplier Showcase at Titanic Belfast supported by Invest NI and the Department of Business and Trade. We have over fifty local suppliers promoting fantastic products and services and pleased to have Biopax and Bobbys Foods as lead sponsors. The event is an opportunity for players in the retail and wholesale sectors to network with suppliers and promote and celebrate the huge contribution local producers and manufacturers make to the wider economy. Visit www.retailni. com for more details.

Eye on Economic Outlook

Gerry Lennon CEO, Visit Belfast

or Northern Ireland, tourism’s place as a key pillar for economic growth is confirmed and its resilience, dynamism and ambition in the wake of Covid-19 bodes well for the future. Though big challenges remain, I’m confident that Belfast’s growing tourism success in leisure, business and cruise will continue to impact positively on the economy, in sustaining and supporting job growth and driving investment. The importance of tourism as a significant driver of economic growth and its potential to deliver wide reaching change cannot be overstated, and, as the Department for Economy outlines in its 10-year Draft Tourism Strategy, tourism represents a real opportunity to maximise its contribution to the economy in the decade ahead, continuing its role as an important export sector and employment provider. In Belfast, it supports 20,000 jobs and in 2019, the city delivered £417m to the record £1bn contribution made to the economy. For us, and for many organisations, sustainability will remain a key focus, particularly in improving the management our tourism product and visitors to ensure we minimise environmental impact where we have made great progress – Belfast is already ranked as one of the Top 10 Sustainable Destinations in the World by TripAdvisor and ranks an impressive 11th place in the influential GDS Index. Driving inclusive growth across the city, our neighbourhoods will be important. Feedback and trends indicate that visitors want to experience more, to get under the city’s skin and connect with the people who live here. Local people offer unique, home-grown experiences and we want to encourage our guests to explore more, ensuring that we spread the benefits of tourism widely, supporting local communities and sustaining businesses. Marking 25 years since our establishment in 2024, we remain ambitious. Now on track to deliver a collective £300m to the local economy from our thee-year Rebuilding Tourism Strategy, I’m delighted to say our impact has already exceeded pre-pandemic levels with leisure, business and cruise sectors rebounding to record levels. New and exciting strategic plans for 2024-27 are well advanced and we look forward to deploying a compelling new suite of plans, to create more standout while delivering inclusive, long term sustainable growth. Many of the building blocks are already in place, with significant progress being made on a range of groundbreaking Belfast Region City Deal projects, driving millions of pounds of investment in the city centre and beyond. The new £200m transport hub which will be the largest integrated transport hub on this island, is also on track, opening new opportunities for growth and underpinning the city’s status as the gateway to Northern Ireland. Meanwhile, Belfast’s exciting and ambitious new cultural programme, Belfast 2024, will see the city bursting with creative projects, events and civic initiatives that will shine a light on our city and people. With new investments in hotels and attractions, improving connectivity and the prospect of easing inflation and interest rates, the economic backdrop also appears to be improving, notwithstanding the challenges which remain. Tourism is vital. It sustains communities and neighbourhoods, grows revenue, creates jobs, supports investment, increases cultural opportunities and promotes diversity. It’s why we will continue to ensure its success.

Eye on Economic Outlook

Ivan Ryan Regional Managing Director, Lidl Northern Ireland

here are few sectors that have not been impacted by the well-documented headwinds of recent years, but there are many reasons to be optimistic as we look towards the year ahead, with challenges gone by only serving to strengthen our experience and resilience and our ability to better plan ahead for the future. Domestically, I’m hopeful that we’ll continue to see the pace of inflation ease which will provide a much-needed boost to the business, consumers and the wider economy. A return of the Stormont Executive will eventually aid in the development of the overall critical infrastructure and services we all need to see Northern Ireland prosper in the coming years. The cost of living remains high due to a variety of factors, but there are positive

signals that these factors are easing in some areas and with our pricing strategy we’ll be helping consumers to see that impact in their pockets. At Lidl Northern Ireland, we’ve been championing sustainability for almost two decades, as part of our A Better Tomorrow strategy, which includes our pledge to reduce emissions by 46% across all our operations by 2030. We’re already investing millions of pounds in prioritising sustainability across our stores, and we are proud that our success in expanding our local supplier network saw us procure a record £455 million of goods in Northern Ireland in 2022-23, creating real choice, supporting jobs and helping generate millions of pounds of Northern Irish exports around the world. Continuing to invest in our valuable employees has been the key factor

in our successes of the past and will drive our further expansion in the coming years. As we look forward to 2024 we will be further investing in our people and growing our teams region-wide, continuing our commitment to offering the most competitive combined compensation and benefits package in the industry. Like other businesses, we’ll continue to focus on driving our positive impact on local communities through strategic partnerships and charity support. We’re pleased to have raised more than £900,000 to date for NSPCC Northern Ireland and through our Sport for Good programme, we have helped to change the lives of hundreds of young people across the region, promoting the benefits of physical activity and its importance to mental health and wellbeing. This year, we are looking forward to

expanding our footprint by opening additional new stores as we mark our 25 years in Northern Ireland with a commitment of continued growth, expansion and investment. Since we opened our first store in Cookstown in 1999, Lidl Northern Ireland has powered through almost a quarter of a century with our high-quality, low-price proposition, firmly embedding us as a local brand committed to supply fresh, homegrown produce at exceptional quality. When you consider the economic prospects pertaining in 1999 when we opened our first local store – just a year after the Good Friday Agreement – I think it’s important to look back and celebrate the achievements that collectively we have made, and I look forward to the next 25 with just as much ambition and confidence as Lidl Northern Ireland did then.

Eye on Economic Outlook

Stephen Kelly CEO, Manufacturing NI

anuary’s Storm Isha made a terrible mess of my garden fence. But January’s storms are nature’s helpful way to shake us from our ‘new year, new me’ optimism bias as events through the rest of 2024 certainly look like a continuation of the turbulence we’ve endured over the past 7 years or so. War in Europe and the Middle East, problems in the Red Sea, energy prices and interest rates still highly elevated and labour shortages are all a huge drain on that optimism well which entrepreneurs draw up not just on New Year’s Day, but on every day. Add to those incoming elections in the UK, the US and some 70 countries across the globe and you can see how tricky it is for manufacturers, with hugely complex global supply chains, to navigate a safe passage. It’s understandable that many in business given our own more local experience see political events (and performance) as an irrelevance but the choices the electorate make and the policies parties follow has a huge bearing on the likelihood of their own businesses success. Firms can’t sort out our hospitals which sees 1 in 4 of the population, so in turn 1 in 4 of our workforce, on a waiting list. They can’t choose what schools or roads to build or repair and they can’t fix our energy market. Our politicians do so more reasons are why we need Stormont back. However, we’ve learnt a lot about the capabilities of our manufacturing leaders. Their ability to get stuff done knows no bounds. It’s why we’re employing more, investing more, and selling more than ever before. 2024 looks tricky, but just like Isha and Jocelyn which followed, they know these storms will pass. They have ambition, ability, and the bravery to remain focussed on the destination despite external factors trying to throw them off course.

Enter now at businesseyeawards.co.uk Enter online before Friday 21st Jan 2024

Eye on Workplace

RSM UK announces major strategic investment in RSM Ireland to accelerate growth and expand market share By Richard Gardiner, managing partner, RSM Belfast

In November 2023 RSM Ireland announced a significant strategic investment from RSM UK to accelerate the firm’s ability to create long-term growth, continue the firm’s ambition to become advisers of choice to middle market leaders and drive increased competition in the professional services sector in Ireland.

his major investment will drive greater access to talent, technology, support and expertise at RSM and enable a seamless advisory service to clients across the island as a whole and on the UK mainland. It will deliver direct access to a broader range of services for clients in Ireland including cyber security, ESG, and deepen sector expertise in public sector, technology, life sciences and financial services. Whilst RSM UK’s investment in RSM Ireland will strengthen

the foundations of their collective ambition, the two firms will continue to operate as independent firms. RSM Ireland’s leadership team will continue to be responsible for the development and management of the Irish firm. John Glennon, founding and managing partner of RSM Ireland comments: “This is an incredibly exciting time for RSM Ireland. It offers greater opportunities to our people to progress their careers and achieve their potential and will enable us to

accelerate both the scaling of our firm and our investment in Irish capabilities. It is the latest step in the growth journey of RSM Ireland and will support our focus on being the advisers of choice to the middle market. It is a huge vote of confidence in our firm and the Irish economy.” Richard Gardiner, Managing Partner of RSM Belfast added: ‘We have always worked closely with our colleagues in RSM Ireland and this important investment marks a major statement of intent to accelerate growth and capture greater market share across the island of Ireland. I’m delighted and excited that via this strategic alignment we can harness the combined strength of both firms and the increased market access that brings, and in doing so expand the many benefits to our clients and our people.’

Eye on Energy

Energy Industry Heads Meet to Shape a Sustainable, Low-Carbon Future Twelve leading players from government and industry gathered at the offices of law firm Cleaver Fulton Rankin (CFR) in Belfast on 10 November for a frank twohour roundtable discussion about how best to wean Northern Ireland off fossil fuels and onto sustainable, low carbon sources of renewable heat and power.

John French, Utility Regulator; Stephen Cross, Cleaver Fulton Rankin; Dara Lynott, Electricity Association of Ireland; and Richard Rodgers, Department for Economy.

Eye on Energy

he event was co-hosted by CFR and the Electricity Association of Ireland (EAI) and chaired by energy industry commentator and journalist Jamie Delargy. It was the first in a series of Policy Eye roundtables organised by strategic communications consultancy Chambré, each themed around a key strand of the NI Executive’s long-term Energy Strategy, which aims to deliver a 56 per cent reduction in energy-related emissions by 2030. “Significant collaboration and engagement will be required to deliver the goals of the Energy Strategy and we think our series of Policy Eye roundtables will help give the process the momentum it needs to succeed,” said Will Chambré. Upcoming sessions will focus on energy efficiency, the green economy, consumer needs and the resilience of power, heat and transport systems. Stephen Cross, head of CFR’s banking and finance department, summed up sentiment in the sector as being “not great”. “Investors have cash and developers have projects but at the moment there are too many risks for investors to commit,” he said. The main obstacles are delays in the planning system, grid constraints and the lack of a replacement renewables support mechanism, he explained. SSE has developed more than 100MW in the region and plans to invest £2 billion in new renewable capacity around the world over the next five years. “We would really like some of that investment to come to Northern Ireland, but that is contingent on policy. The support scheme is going to be absolutely critical, but planning is probably where we have our biggest concern,” said Karen O’Reilly, Head of Policy for Ireland at SSE. Steven Agnew, director of industry body RenewableNI, described the planning system as “opaque and inconsistent”. He said that not only does Northern Ireland have the “longest timelines for planning decisions on these islands” there is also “complete uncertainty” over those timelines. Rosemary Daly, formerly a Principal Commissioner of the Planning Appeals Commission (PAC) and now a Director with Turley, a UK and Ireland planning and development consultancy, considered the speed of decision making is a concern in Northern Ireland, with respect to the PAC she said “I am aware that the Chief Commissioner of the Commission considers that resources are an issue,” However, the planning systems across the rest of the UK and in Ireland are more effective and “much

better” by comparison she added. One casualty of the devolution of planning powers to district councils in 2015 was consistency. “The way decision-making is structured in Northern Ireland makes consistency difficult,” said Stephen Cross; to which Steven Agnew added: “There isn’t even consistency within the councils. It is like rolling a Magic 8 Ball. You don’t know what the outcome is going to be.” Policy also has a major bearing on the decisions that planners make, from determining the relative importance of renewables to the community to limiting where projects can be built. The 2030 Climate Change Act (NI) 2022 targets “should be visible in the emerging local development plans that are coming out from the local councils, but they’re not directly apparent”, said Rosemary Daly. Grid constraints were frequently cited as another limit on the industry, however, John French, the chief executive of the Utility Regulator, added that more money is going to be made available for the network. “Through the price control process, we are looking to significantly increase the amount of money that is given to NIE in terms of distribution network,” he said. As regards the long-awaited replacement for the Northern Ireland Renewables Obligation, which closed to all new projects on 31 March 2017, Richard Rodgers, Head of Energy at the Department for the Economy,

assured participants that following the formal consultation earlier this year that his department will deliver the high-level design for the Contracts for Difference (CfD) scheme early in 2024. The support scheme aims to provide the basis for investible projects to support the achievement of the Climate Change Act 80% renewable electricity by 2030 target and at the same time provide symmetrical protection for consumers on what they pay for the renewable electricity. The potential of biomethane (a gas extracted from food waste, sewage sludge and agricultural by-products) to radically transform our energy sector was discussed at length. “Over the last year, large energy users have been battering down our door looking for green gas solutions. They need something now and with over 20 anaerobic digester plants seeking to connect to the network, biomethane can be made available now,” said Iain Hoy, Energy Transition Manager at Phoenix Energy. Jonathan McFerran, Deputy Director of Green Growth at the Department of Agriculture, Environment and Rural Affairs, said projects are already being developed at scale. For example, Granville Eco Park in Tyrone are about to start injecting biomethane derived from food waste into Evolve’s gas network. Martin Doherty, manager of the Centre for Advanced Sustainable Energy (CASE) at Queen’s University, highlighted recent research showing biomethane

production can be competitive with ‘fossilised’ gas prices if built at the correct scale. The plants, which are essentially large biorefineries, he said, will also generate carbon credits, create valuable by-products such organic fertiliser and help to deliver nutrient management benefits, much needed in the farming sector, in addition to helping tackle the well-publicised problems in Lough Neagh. The wider circular economic benefits will also allow hard to abate industries, such as cement production, to achieve net zero manufacturing. Steven Agnew warned that Northern Ireland’s efforts to harness renewables lack a sense of urgency and that the planning system is the most obvious symbol of that. He suggested creating an ‘Accelerating Renewables Taskforce’ that would bring together the key stakeholders. “This all needs to join up and the only way it’ll happen is if we all get around the table and agree on a plan and then start delivering,” he said. Dara Lynott, Chief Executive Officer of the EAI and one of the event’s co-hosts, said that despite the many seemly insurmountable challenges posed by the wholesale shift to renewables: “I’ve never seen such strategy convergence across the entire electricity sector as I see now. I think there is a huge will to move forward. What is needed is a clear policy that articulates an investment framework for the zerocarbon flexibility needed to support ambitious renewables targets”.

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Emma McNeill Joins Director Team At John Minnis Estate Agents

eading Northern Ireland estate agent John Minnis has announced the appointment of Emma McNeill to its Director team. Emma’s journey at John Minnis Estate Agents began in 2016 when she joined as an Office Coordinator, and having demonstrated exceptional skills and commitment, she advanced to the role of Valuer in 2018. Her ability to excel in challenging roles resulted in a well-deserved promotion to the position of Branch Manager at John Minnis’ Holywood branch in 2019. Emma’s leadership in this position further underscored her capability to navigate and thrive in the dynamic Northern Ireland real estate landscape. Emma commented: “I am thrilled to join the Director team at John Minnis and to take the next step in my career as part of company from which I have gained so much. “Working in collaboration with the wider

John Minnis team for the past seven years has allowed me to grow professionally as part of a dynamic business, and I am excited to embrace this new challenge. “I am very much looking forward to continuing to contribute to the growth of John Minnis Estate Agents and maintaining the high standards of service that we are known for.” John Minnis Estate Agents was established in 2005 and currently operates branches in Bangor, Belfast, Comber, Donaghadee, and Holywood, offering a comprehensive range of services for both buyers and sellers. The company is also the exclusive Guild of Property Professionals Member for the areas in which it operates. John Minnis, Founder and Company Director at John Minnis Estate Agents, added: “Emma has been an invaluable asset to our business since first joining the team in 2016 and her new position as Director

Pictured L-R: John Minnis, Company Director, Emma McNeill, Director and Stephen McLean, Director at John Minnis Estate Agents.

reflects her outstanding performance and a commitment to excellence. “We are delighted to congratulate Emma on her promotion to Director, testament to our commitment to recognising and nurturing talent from within. “Emma’s wealth of experience, industry knowledge, and proven leadership set her

apart in the industry, and I have no doubt that she will play a key role in shaping the future of John Minnis Estate Agents.” John Minnis Estate Agents is a team of over 30 knowledgeable specialists working to deliver excellent customer service while challenging tradition to improve the way in which the industry operates.

Stena Line Signs Deal To Maintain Heysham Link

eading ferry and port operator, Stena Line has signed a significant deal with Peel Ports Group, a major UK port operator, to operate from Heysham Port for the next 77-years until 2100. The Swedish ferry company runs a twice daily freight service from Belfast-Heysham providing a vital trade corridor between Northern Ireland and the rest of the UK. The collaborative agreement demonstrates the strong working partnership between the two organisations and seeks to further strengthen their long-term relationship. The news comes on the back of Stena Line’s announcement last week of a new freight service between Dublin and Peel Ports’ 12 Quays Terminal in Birkenhead. Earlier this year, Stena Line and Peel Ports signed a similar agreement for the 12 Quays Terminal to operate from the Port until the end of the century.

This year, Stena Line announced it is making a multi-million-pound investment in the Belfast-Heysham route with two new-build stateof-the-art ‘NewMax’ ferries, which will boost freight capacity by 80%. With the first vessel due to begin on the route in 2025, these hybrid ferries will be equipped to operate on methanol fuel marking a key milestone in Stena Line’s roadmap to sustainable shipping. Peel Ports, working collaboratively with Stena Line, plans to invest in new terminal management and a ‘smart gate’ automatic check-in system to improve customer experience at the port, and will increase the parking for trailers to accommodate the additional capacity of the new vessels. In addition, the parties will aim to secure the shore infrastructure to provide additional electrical capacity to facilitate the future goal of powering the new ships by green

Carl-Johan Hellner, Chief Operating Officer Ports & Terminals, Stena Line and David Huck, Chief Operating Officer at Peel Ports Group.

shore power. This will be a further step in a long-term ambition to establish a green shipping corridor. Stena Line is the largest ferry operator on the Irish Sea, with the biggest fleet providing up to 238 weekly sailings offering the widest choice of routes including: combined

passenger and freight services from Belfast to Cairnryan and Liverpool, Dublin to Holyhead, Rosslare to Fishguard, Rosslare to Cherbourg, in addition to the dedicated freight only route from Belfast to Heysham and the new Dublin – Birkenhead which is due to start in February.

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KPMG Scholarship Programme supporting seven QUB business students.

KPMG is enhancing its pipeline of diverse talent by providing opportunities for students to study at Queens University Management School.

ow in its fourth year, the KPMG Scholarship Programme, in association with Queen’s University Belfast, is designed to encourage and support more students to go to third level education by providing financial and a range of other support throughout the lifetime of their degree course. Selected scholars will get £3,000 a year to support living costs, a KPMG mentor to support them throughout their degree and two paid summer internships. In addition, scholarship students have a strong chance of being offered a graduate career at the firm. The scheme aligns with KPMG’s focus on ensuring it is building a workforce made up of people from diverse backgrounds - whether experience, ethnicity, gender or socio economic an approach which allows it to better serve its broad range of clients.

Johnny Hanna, Partner-in-Charge of Northern Ireland, said: “We are incredibly proud of The KPMG Scholarship Programme and delighted to be supporting students to reach their potential - academically and professionally. The scheme is in its relative infancy but has already mined a rich seam of talent from across Northern Ireland, many of whom will go on to represent the firm and further enrich our offering. “Aside from the financial support offered through The KPMG Scholarship Programme, students have found the mentoring incredibly important, as well as the work experience gained through the internships where they get to spend time working in a professional environment. It was lovely to have the scholars in with us recently and we look forward to partnering with them throughout their university journey.”

Pictured, centre, are: Johnny Hanna, Partner-In-Charge at KPMG in Northern Ireland and John Poole, Partner at KPMG, with KPMG scholars, from left: Liam Donohoe, Sean O’Neill, David Stinson, Jamie Burley, Dualtach Magfhionnbhairr and Oliwia Osmanawska

David Stinson, QUB Accounting student and KPMG Scholar, said: “I am very grateful for the unrivalled opportunities this scholarship has presented to me. The mentorship aspect of this programme was a key part that encouraged me to apply. “In addition to introducing me to members of the tax team, my mentor has been a great source of advice and motivation for my studies by hearing how he has progressed from a graduate role to a trusted and senior member of the team.” Teresa Sloan from Queen’s University Belfast said: “I am delighted to see this scholarship programme go from strength to strength. The programme to date has awarded eight scholarships but in addition to that, KPMG has offered approximately the same number of summer internships to other students who had applied but just narrowly missed

out. These scholarships provide students with a huge opportunity to fast track their career. “Thanks to all at KPMG for having the foresight and vision to invest in this initiative and I wish all the students’ great success into the future.” The KPMG Scholarship Programme is being run in conjunction with Queens Management School and Alumni Engagement and Philanthropy through the Queens Widening Access Programme. The latter is designed to support students from disadvantaged areas to access third level education. Students are encouraged to apply for The KPMG Scholarship programme, although it is open to everyone joining QUB Business School. Total investment commitment by KPMG in the programme since starting four years ago through to the end of the current agreement with Queens University Belfast is over £120,000.

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McKeever Hotel Group Set for Growth Under new Leadership Structure

Catherine & Eugene McKeever, back row (l-r): Victora Walton, Martin Toner, Eddie McKeever, Bridgene Keeley.

cKeever Hotel Group, the Antrim-based hospitality business, has revealed its strategic three-year plan, which includes the growth of its operation on an all-island basis and across its existing hotels in NI and Donegal. The ambitious strategy, which coincides with the Group’s 30th anniversary, aims to increase turnover to £60million though the next three years, with further acquisitions and hotel management contracts included in the growth plan. The strategy is underpinned by McKeever’s recent £3million capital expenditure across its five hotels. This includes a significant refurbishment and upgrade of Dillon’s Hotel in Donegal and further investment in the Group’s flagship Dunadry Hotel & Gardens in Antrim.

To deliver on the future-focused strategy, the McKeever Group has also reorganised its Board structure and announced a change in its leadership team. Eugene McKeever, who established the business in 1993 when he bought Corr’s Corner in Newtownabbey, will move from Managing Director to Chair of the Group. Eugene’s son Eddie, who was formerly Operations Director, has been appointed Group Managing Director, while his sister Bridgene Keeley becomes Company Secretary and Director of Governance. Eugene’s wife Catherine McKeever, with whom he co-founded McKeever Hotels, remains a Director and has also been appointed Chair of ESG. Victoria Walton joins the Board as Director of Finance while Martin Toner, who has over 30 years of experience as General Manager across the McKeever

portfolio, is the new Director of People. “The journey to this important new phase in our development has been both challenging and exciting,” said Eugene McKeever, “and I’m so pleased that our travels continue, albeit with a new Captain in place.” “The impact of Covid was immense for everyone but we embraced the change and used it as a period of reflection, learning and consolidation. We remained loyal to our staff, our suppliers and our customers and have emerged stronger than ever with a clear focus and a results-driven strategy which we will achieve under our new leadership structure.” Central to McKeever’s growth is its commitment to its team, with £250k set aside for investment in the training and development of its 300 strong workforce.

Eddie McKeever believes this is reflected in the Group’s ‘We Do More’ culture: “We are only as good as our people and we have the best. We are already recognised as an employer of choice and we will continue to support and develop our team to ensure our ‘we do more’ ethos is evident though the quality and professionalism of the service we provide.” “I’m so looking forward to bringing the vision behind our strategy to life. This is entirely achievable thanks to the passion and focus of the likeminded leaders on our Board. From our environmental and sustainability responsibilities to our connection with the communities where we are based, we are primed and prepared for this important new stage in our development.”

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Belfast Chamber Calls For Urgent Intervention To Realise City Centre Living Ambition

Belfast Chamber Chief Executive, Clare Guinness

Belfast Chamber has called for urgent intervention and improved planning process if the Council’s target of building 31,600 new homes in the city is to be met by 2035.

ess than 400 residential units were built in the city centre in the last eight years and despite recent success stories in Belfast’s city centre regeneration, the Chamber warns that future progress will be derailed by a mismatch between ambition, policy, commerciality, and practicality.

The Chamber plans to engage with a range of stakeholders to rapidly increase city centre living across three areas, social housing parameters, fast tracking development identified in the Council’s Belfast Agenda and increasing public realm. Belfast Chamber Chief Executive, Clare Guinness, said: “To realise the economic

ambitions of this great city we require a growing city centre residential population encompassing student, build to rent and social housing. “Whilst we have seen considerable success in student living provision with the delivery of around 7000 student units, delivering an annual spend of around £70 million spend in

our city, more student housing is needed with an additional requirement for 8,000 units. “Collectively, we are failing to adequately deliver city centre living accommodation which in turn has a negative knock-on effect to the regional economy.” Clare continued: “Even if we could build 1,000 units annually, much less than is envisaged in the Belfast Agenda, that could contribute an estimated £12 million retail and leisure spending per year to the city centre economy and generate over 3,000 construction jobs. “Beyond the economic benefits, these new homes would provide much needed social and affordable housing, support key workers, retain graduating students, and accommodate and attract the skilled workers in growing sectors like fintech, advanced manufacturing, health & life sciences, and green technology. “We have world class restaurants and hospitality, aligned with a strong tourism offering - the missing element is city centre living. We must find solutions if the dream of a flourishing city centre population is to be realised. “To this end, Belfast Chamber seeks to spearhead a collaborative effort, convening key city stakeholders including Belfast City Council, Department of Communities, NI Housing Executive and NI Federation of Housing Associations, to address three key priorities in the heart of the city.” Clare Guinness then outlined the Chamber’s City Centre Living policy recommendations:

“There must be a strong focus on reviewing and refining parameters for social housing allocation, management, and value within the city centre. As a collective, we must establish essential funding mechanisms to support the delivery of intermediate for rent housing, aligning with the recently published Local Development Plan (LDP). “Secondly, we’re calling for an improved planning process both at departmental and regional council level. There must be a fair and flexible evaluation of each application based on its merits, in accordance with LDP guidelines. Additionally, there is an urgent need for Belfast City Council to implement a planning fast track to speed up the planning process for core city centre sites. “The third area is the realisation of vital public realm projects, crucial for cultivating an attractive urban environment and encouraging a growing city centre population. It is essential that we work together to identify and secure government funding sources. “The message from Belfast Chamber is clear: overcoming the hurdles to transform Belfast’s fortunes will require cohesive and aligned efforts from all stakeholders. Collaboration, imagination, and decisive action, particularly in policy and planning are essential to pave the way for a brighter future and propel Belfast city centre to newfound levels of prosperity.”

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Renovare Fuels Launch £9m Northern Ireland Site

A £9 MILLION plant making sustainable fuels using patented technology developed in collaboration with NASA will open in Northern Ireland next year, it has been revealed.

enovare Fuels’ site will see close to 2 million litres of advanced renewable biofuels produced each year, made from the biogas produced by landfill waste. The Craigmore, County Derry plant is a first for the UK and Europe, with dozens of local jobs set to be created during construction, as well as several long-term skilled engineering positions. The firm’s latest £9 million investment is being developed alongside leading Northern Ireland renewable energy operator, B9 Energy Control Limited, and leading UK biogas experts Powerhouse Management Ltd. Renovare Fuels’ advanced renewable biofuels are a direct ‘drop in’ replacement for diesel and petrol aviation fuel, with no requirement for engine modifications.

Biofuels can support industries facing the largest barriers to net zero, including the road haulage, maritime and aviation sectors. Developed in the United States, in collaboration with sister company T2C Energy; NASA; and the US Department of Energy, the greener fuel alternative can cut greenhouse gas emissions by up to 97 per cent. The fuel is set to qualify for extra support under the Department for Transport’s Renewable Transport Fuel Obligation. Renovare Fuels will supply UK-based fuel distributors and multinational petrochemical and airline companies.

Last year, one-quarter of all emissions across the UK originated from the transport sector. UK Government estimates suggest 32 million tonnes of biodegradable waste are generated annually – enough to produce more than two billion litres of biofuels per year and significantly cut emissions. Matthew Stone, Chairman at Renovare Fuels, said: “Renovare Fuels are delighted to be commencing operations in Northern Ireland. This crucial investment will ensure we play a leading role in creating a sustainable future for the transport sector. “As we work to meet our global climate goals, we have an exciting opportunity to scale up the UK’s production of renewable fuels, producing more than 1.8 million litres per year in Northern Ireland to support the industries that face the largest barriers to the net zero transition.” Ian Harvey, Founder at B9 Energy Control Limited, said: “We’re proud to be supporting Renovare Fuels’ landmark investment today, which paves the way for Northern Ireland to play an important role in supporting businesses transition to net-zero. “The new operations in County Derry present an opportune moment to kickstart a sustainable fuels drive across the UK. We look forward to continuing to support this development in the new year.”

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Ubloquity welcomes appointments of Business Director and Chief Operating Officer

L-R Stephen Greenaway, James Howard and Kieran Kelly from ubloquity

ubloquity, a leading innovator in distributed ledger solutions and supply chain integrity, has strengthened its leadership team with two senior appointments to support its UK-wide growth strategy.

tephen Greenaway has been appointed Business Development Director and James Howard assumes the role of Chief Operating Officer. Stephen Greenaway will be responsible for business development, with a focus on driving the sales engine, defining the proposition, and developing a robust pricing structure. His priority is to ensure a strong pipeline of customers, aligning ubloquity’s innovative solutions with the evolving needs of the market. Stephen’s track record of driving successful transformations and his deep understanding of cloud

services stem from his previous role as Head of Migration Acceleration Programme for UK & Ireland at AWS (Amazon Web Services), which will be key assets at ubloquity. Stephen Greenaway expressed his enthusiasm for his new role, stating: “I’m relishing joining the awardwinning ubloquity team. I’ve followed their journey closely over the past two years and had the pleasure of meeting Rob, the CEO, and Kieran, the founder, on several occasions. “I’m impressed with ubloquity’s vision, tenacity, and the team’s ability to adapt technology to meet the needs

of customers. Having worked for large organisations like IBM and AWS, I know what it takes to scale technology companies, and while joining a startup means I’ll need to be a Swiss Army knife, I’m relishing getting stuck in.” James Howard brings a wealth of valuable assets and expertise to ubloquity. With an extensive career history in both global multi-national and privately-owned settings, he is adept at delivering business turnarounds, instigating culture change, and driving profitable growth. This background uniquely positions James to contribute significantly to ubloquity’s strategic objectives and operational efficiencies. Commenting on his appointment James Howard said: ““I am honoured and thrilled to step into the role of Chief Operating Officer at ubloquity. This is an exciting opportunity to contribute to the cutting-edge

advancements and transformative vision that define our industry. “I look forward to collaborating with our exceptional team, driving operational excellence, and spearheading innovative strategies that will propel ubloquity to new heights”. Rob Chester, CEO of ubloquity, commented on the appointments: “We’ve a proven history of attracting the best talent to ubloquity; Stephen and James are no exceptions. Their combined experience will be invaluable in the next leg of our journey. I’m excited to see how they help us define and grow our trust and integrity platform and take our business to the next level.” The appointment of Stephen Greenaway and James Howard underscores ubloquity’s commitment to innovation and its dedication to shaping the future of blockchain technology and supply chain integrity.

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Exorna invests in major solar panel project with support from Danske Bank Chris McSwiggan from Danske Bank, Richard Nixon from Exorna, James Kilgore from Danske Bank and Andy Oliver from Exorna.

Exorna, a specialist in bespoke fitted home furniture design and manufacturing, has completed a significant investment in solar panels at its Coleraine facility, backed by Danske Bank.

he family run business has invested a total of £435,000 to install a 450Kw solar panel system that is designed to meet approximately 60% of the company’s annual energy requirements at its 100,000 sq ft production and retail facility, which assembles more than 1,000 kitchen cabinets every week.

This significant investment in renewable energy comes on the heels of a comprehensive £135,000 roof refurbishment programme at the facility. The installation will significantly reduce Exorna’s electricity costs, leading to more predictable operational expenses and substantial long-term savings, as well as contributing to the company’s environmental and financial targets. Exorna was founded in 1981 in Castlerock by Willie Oliver and relocated to its current location at Hillmans Way, Coleraine in 1991. Still operated by the Oliver family, the company has been supplying fitted furniture to property developers, house builders, public housing authorities, social housing suppliers, and the general public in the UK, Ireland and Europe for over four decades.

The Oliver Exorna Group employs over 70 people and also includes separate vehicle rental, vehicle repair, stone fabrication and hardware sales divisions. As it has grown over the past three years, the Group has availed of more than £1m in asset finance support from Danske Bank, which has been used to purchase a range of company vehicles and various pieces of both manual and CNC (Computer Numerical Control) machinery to assist the production of the company’s bespoke product range. Danske Bank is now able to offer funding for solar panels as part of its suite of asset finance products. Andy Oliver, Director of Exorna, said: “Our move to solar energy is a key step in reducing our carbon footprint. Solar energy, being clean and renewable, is integral to our environmental ethos.

“By generating our own electricity, we gain a measure of independence from the national grid, further enhancing our sustainability practices. Danske Bank has been fully supportive of our company as we have embarked on this latest stage of our sustainability journey.” James Kilgore, Business Manager at Danske Bank, said: “Exorna is a great example of a forward-thinking family business that has taken time to understand it’s climate impacts and create a sustainability strategy that not only makes it a more environmentally friendly company but also saves money over the long term. Danske Bank is delighted to support businesses of all sizes as they invest in becoming more efficient and sustainable.”

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One of Northern Ireland’s oldest McDonald’s restaurants has celebrated its milestone 30th birthday.

ranchisee John McCollum and his team at McDonald’s Sprucefield recently marked the pearl anniversary of the opening of the restaurant on 13 December 1993 – onlythe fourth restaurant in Northern Ireland at the time. Opening with just 75 members of staff, the restaurant now employees over 200 local people, with fulltime and parttime positions ranging from crew member to managerial posts. The longest serving member of the team is Sonia Dunsmore, with 25 years’ service at McDonald’s Sprucefield. Other long serving employees include Codie Tarroza, Jennifer Garbin and Jocelyn Buej – each with 19 years’ service – and Doralyn Mercado (16 years) and Karen Kelly (14 years). Aaron Hughes commenced his 29-year

career in McDonald’s at Sprucefield in July 1994 and went on to serve in a number of other restaurants before returning to the Sprucefield restaurant as Business Manager in 2021. During the past 30 years, the restaurant has had a number of major upgrades, including several re-images, the development of its dual-lane drive-thru as well as introducing digital kiosks, table ordering and McDelivery. John McCollum said: “The restaurant looked very different when we first opened in 1993, with 20 till points and coffee served from a simple glass pot, and how we served our customer was completely different. “Over the past three decades we have continually invested in upgrading and improving the restaurant, introducing new technology and innovations

through McDonald’s programmes such as ‘Experience of the Future’ and ‘Convenience of the Future’ – all aimed at enhancing our customer journey and crew experience. “In parallel with these ongoing changes, though, much has remained constant – not least our loyal customer base, made up of both local stalwarts and commuters who have visited the restaurant often several times a week for the past 30 years and have very much become part of ‘the McFamily’ here at Sprucefield. “Our focus on serving excellent, highquality food made from locally sourced produce also remains a constant, thanks to longstanding relationships with superb supply chain partners such as Kerry Group, Moy Park and Dawn Meats.” The Sprucefield team’s commitment to serving the local community in Lisburn and the wider area has remained an “overarching focus” for the restaurant since 1993, according to John. “We take huge pride in the

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READER OFFER READER OFFER Common Q&A for tag removal: Usually cosmetic there is no issue with skin driving unless for and mole

risk of infection, and they do bleed so the

be able to manage this.

clinic needs to be able to manage this. Usually there is no issue with driving unless for Quote Business Eye 347 when booking Quote Business Eye 347 when booking ually excised with a usually scalpel.excised Occasionally example the lesion wasthe near thewas eyenear andthe vision Moles are with a scalpel. Occasionally example lesion eye was and vision was to redeem a £50 Voucher off

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Q: and Will I havefata dissolving scar? injections and Profhilo. minimise the risk of usually infection, skin preparation add some time, or surgeon should theto face are often removed between to be significant discomfort theadminister doctor local anaesthetic site, sutures may On need bethese removed. Q: Does it hurt having these removed? V ISLLK ZV [OL JSPUPJ ULLKZ [V PM ZL]LYHS SLZPVUZ HYL ILPUN YLTV]LK to numb the area. There will be mild discomfort 5 to 7are days, but are left a bitbetween longer on other body Scarring is an inevitable consequence of surgery uld usually administer local anaesthetic Onasthe face these often removed the Since anaesthetic is beingare injected but it is usually not local anaesthetic areas. Again these should be removed by someone THUHNL [OPZ 4VSLZ HYL \Z\HSS` VI]PV\ZS` P[ ^PSS [HRL H IP[ SVUNLY ( ZRPU these treated under in anyone’s hands, so yes. But of course the whole ea. 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ForCosmetech very smallhas skin tags, they creamdescribe leave ofa stitch indressed the skin, risk reopening theand paraffin ]HS LZWLJPHSS` PM [OLYL HYL HU` PZ KVUL PU H JVU[YVSSLK Z[LYPSL ZL[[PUN local anaesthetic which canbits beas need butorshould be kept clean, will. The quality of the scar can vary depending on which many patients mild stinging After about a weekthemost wounds do not one, which should be much better. be frozen off without anaesthetic. wound. After about a week most do not applied in clinic in advance of the procedure. We don’t ointment often helpswounds at this time. Depending genetics. To optimise scar we perform precise MLH[\YLZ [OL ^OVSL KLW[O KVU»[ [Y` [OPZ H[ OVTL sensation. Cryotherapy does not even need an ULLK KYLZZLK I\[ ZOV\SK IL RLW[ JSLHU like pain and make every it. on should your surgeon, theclean, woundand mayparaffin be dressed stitches the appropriate local anaesthetic cream which beeffort to minimise need dressed but be kept will. Thestitching, quality remove of the scar canatvary dependingtime, on needs to causing be removed incan one anaesthetic. HUK WHYHѝU VPU[TLU[ VM[LU OLSWZ H[ [OPZ with ointment alone or sometimes skin glue. and encourage scar management in the precise form of in advance of the procedure. We don’t ointment often helps at this time. Depending genetics. To optimise the scar we perform Z ZOV\SK IL ZLU[ [V [OL Q: Can I drive home afterwards? Q: How long does the procedure take? moisturising and massage. Scars can take up to 2 [PTL +LWLUKPUN VU `V\Y Z\YNLVU [OL nVSVN` [V LUZ\YL [OLYL HYL UV and make every effort to minimise it. on your surgeon, Q: the wound may be dressed stitching, remove stitches at the appropriate time, Will I have a scar? Most of these procedures are very quick. A mole years to mature to their final appearance. If a scar does Q: How long does the procedure take? <Z\HSS` [OLYL PZ UV PZZ\L ^P[O KYP]PUN wound may be dressed inwith ointment with ointment alone or sometimes skin glue. and encourage scar management the form of can procedure be removed and the skin sutured within 5 to All surgery which cuts through the full depth of skin become thicker or remain red for a long time there are gJLSSZ ([ *VZTL[LJO ^L ZLUK does the take? \USLZZ MVY L_HTWSL [OL SLZPVU ^HZ ULHY [OL HSVUL VY ZVTL[PTLZ ZRPU NS\L moisturising and massage. Scars can take up to 2 This depends on what’s being done, but most 10 minutes. Administration of anaesthetic and will leave a scar. Skin tag excision shouldn’t leave treatments such as steroid injections or laser colour Y WH[OVSVN` Q: Will I have a scar? L`L HUK ]PZPVU ^HZ [LTWVYHYPS` HќLJ[LK rocedures are very quick. mole mature to final appearance. If necessary. a scar does procedures take 15–30 minutes. skin preparation addAsome time,between and if several much noticeable scarring but mole excision usually years toreduction, buttheir these are thankfully rarely d and the skin sutured within 5 to All surgery which cuts through the full depth of skin become thicker or remain red for a long time there are I` Z^LSSPUN VY ^H[LYPUN /HUK Z\YNLY` JHU Q: Will I have a scar? hurt having Can I drive ministrationQ: of anaesthetic and home afterwards? will leave a scar. Skin tag excision shouldn’t leave treatments such as steroid injections or laser colour HSZV HќLJ[ KYP]PUN I\[ [OL ]HZ[ THQVYP[` oved? (SS Z\YNLY` ^OPJO J\[Z [OYV\NO [OL M\SS n add some time, and if several much noticeable scarring but mole excision usually reduction, but these are thankfully rarely necessary. VM [OLZL SLZPVUZ HYL ZTHSS LUV\NO UV[ [V That depends on you! If you are the sort of person KLW[O VM ZRPU ^PSS SLH]L H ZJHY :RPU [HN Maypole Clinic 5-7 Shore Road VPUN [V IL ZPNUPÄJHU[ who can drive home afterJH\ZL H WYVISLT 0M PU KV\I[ IYPUN H MYPLUK a filling at the dentist Holywood BT18 9XH L_JPZPVU ZOV\SKU»[ SLH]L T\JO UV[PJLHISL then there should be no reason why not. But if you [OL KVJ[VY VY Z\YNLVU ZOV\SK VY YLSH[P]L VY [HRL H [H_P ZJHYYPUN I\[ TVSL L_JPZPVU \Z\HSS` T: 028 9042 3200 someone with are a bit squeamish, best to bring TPUPZ[LY SVJHS HUHLZ[OL[PJ ^PSS ;OL X\HSP[` VM [OL ZJHY JHU ]HY` E: frontdesk@cosmetech.co.uk you. They can at Road least tellQ: you howabout brave you were, aypole Clinic 5-7 Shore L HYLH ;OLYL ^PSS IL TPSK What aftercare? www.cosmetech.co.uk KLWLUKPUN VU NLUL[PJZ ;V VW[PTPZL even if they don’t 9XH need to drive! Holywood as66the anaesthetic is BT18 being ;OLYL PZ \Z\HSS` H KYLZZPUN MVY [OL ÄYZ[ the scar we perform precise stitching, [ P[ PZ \Z\HSS` UV[ ZPNUPÄJHU[ T: 028 9042 3200 to 7 days and, depending upon the remove stitches at the appropriate time, HLZ[OL[PJ [HRLZ LќLJ[ ^P[OPU : frontdesk@cosmetech.co.uk operation site, sutures may need to be and encourage scar management in the For enquiries, please call 028 9042 3200 TPU\[LZ -VY ]LY` ZTHSS ZRPU www.cosmetech.co.uk YLTV]LK 6U [OL MHJL [OLZL HYL VM[LU MVYT VM TVPZ[\YPZPUN HUK THZZHNL :JHYZ or email frontdesk@cosmetech.co.uk JHU ZVTL[PTLZ IL MYVaLU Vќ YLTV]LK IL[^LLU [V KH`Z I\[ HYL SLM[ can take up to 2 years to mature to their HLZ[OL[PJ *VZTL[LJO OHZ SVJHS cosmetech.co.uk H IP[ SVUNLY VU V[OLY IVK` HYLHZ (NHPU ÄUHS HWWLHYHUJL 0M H ZJHY KVLZ ILJVTL cream which can be [OLZL ZOV\SK IL YLTV]LK I` ZVTLVUL [OPJRLY VY YLTHPU YLK MVY H SVUN [PTL [OLYL SPUPJ PU HK]HUJL VM [OL Cosmetech Maypole Clinic ZRPSSLK HUK L_WLYPLUJLK HZ KVPUN P[ are treatments such as steroid injections >L KVU»[ SPRL JH\ZPUN WHPU 5-7 Shore Road, Holywood, BT18 9XH PUJVYYLJ[S` JHU SLH]L IP[Z VM Z[P[JO PU [OL VY SHZLY JVSV\Y YLK\J[PVU I\[ [OLZL HYL Tel: +44 (0) 28 9042 3200 L]LY` LќVY[ [V TPUPTPZL P[ ZRPU VY YPZR YLVWLUPUN [OL ^V\UK [OHURM\SS` YHYLS` ULJLZZHY`

YPLZ WSLHZL JHSS 028 9042 3200 or email frontdesk@cosmetech.co.uk

For when business success needs admin support

Eye Moving On 1 Rob Rees becomes Group Head of People & Culture at Hastings Hotels. He has previously worked in senior roles at Next, Domino’s Pizza Group and Costa Coffee. Rob is a Chartered Fellow of the CIPD and current vice-chair of the CIPD NI.

1. Rob Rees

2. Michael McCrory

4. Erin Murphy

5. Aimee Thompson

7. Dorota Lewandowicz

8. Gavin Annon

3. Rachel Monaghan

6. Matthew Judge

2 Michael McCrory has been appointed as Head of Consumer PR at Elevator Promotions & PR. He will use his 25 years of experience to deliver a full suite of PR services for various clients including Boost Drinks, Fitzwilliam Hotel 3 and Parfums De Marly. Also at Elevator, Rachel Monaghan becomes Account Executive. Rachel joined the Elevator team in May 2023 as an Account Executive and has since delivered effective brand-building work for clients like Boost Drinks and Tayto NI. Also appointed as 4 Account Executive is Erin Murphy. Erin studied for her MSc in Strategic Communications and Public Relations in Edinburgh whilst working in house for a renewable energy company. After graduation, Erin continued to work in house within the renewables industry concentrating on both Marketing and Communications. 5 Aimee Thompson becomes Business Development Manager at Technical Metals Group. She has more than three years experience in business development and previously held a number of positions in the banking and advertising sectors. Also at Technical Metals, 6 Matthew Judge is appointed Quality Inspector. He has five years experience in the engineering 7 industry. Apointed to the same role is Dorota Lewandowicz, who has eight years experience in quality, logistic and supply chain management. 8 Gavin Annon has been appointed as Chief Strategy Officer at Mount Charles. Gavin is a pivotal family member of Mount Charles. Following a successful period in the Group Sales Director role, strategy has become a vital focus for him to help aid future business growth across the group.

For when business success needs admin support

Eye Moving On 9 Also at Mount Charles, Barry O’Hara becomes Operations Director. Prior to joining Mount Charles, he has led multi-site operations in the catering industry, as well as managed security and cleaning contracts and had oversight of sales teams. 10 Gary Doyle is appointed as Group Commercial Director. He is a highly skilled business professional, specialising in areas including sales and marketing, business development and account management, and has spent many years working in the manufacturing sectors across the UK and Ireland.

9. Barry O’Hara

12. Kris Cunningham

10. Gary Doyle

13. Nick Owen

11. Judy Hutton

14. Tapiwa Mhari

McKeever Hotel Group, the Antrim-based hospitality business, which owns and operates five hotels across Northern Ireland & Donegal 11 has made two new appointments. Judy Hutton becomes Group Sales Manager. She has over 25 years of tourism and hospitality sector experience, including an international sales role with Keith Prowse Entertainment. She joins McKeevers from the Game of Thrones Studio Tour when she was Head of Corporate Business. 12 Meanwhile, Kris Cunningham is appointed as General Manager of the Dunsilly Hotel in Antrim. Kris has worked with the McKeever group for 18 years, joining as a waiter in the Adair Arms, Ballymena in his mid-20s. In line with the Group’s award-winning people culture, he progressed through a variety of roles, moving from Supervisor, Duty Manager, Food and Beverages Manager, and Operations Manager, before his promotion to General Manager at Dunsilly. FSCom Limited (fscom) has announced the 13 appointment of Nick Owen as an Independent Non-Executive Director (INED) to its Board. Nick brings a wealth of experience and leadership from his distinguished career, notably at Deloitte, where he served in various roles, including UK Chair and Global Board Member. With a track record of driving strategic mandates and amplifying business growth, Nick’s expertise will bring significant value to fscom’s strategic development and growth journey. Accountancy and advisory practice Baker Tilly Mooney Moore has announced the appointment 14 of Tapiwa Mhari as Audit Senior. He joins the Belfast firm’s Audit and Assurance team, having recently moved to Northern Ireland from Cape Town, South Africa. Most recently, Tapiwa worked as an Audit Senior with SAPRO, an international consultancy firm with offices in South Africa, India, and the USA.

15. Ciarán Coyle

16. Gail Goldie

Bank of Ireland has announced two Group Executive Committee appointments, along with the creation of a new role to enhance 15 strategic delivery. Ciarán Coyle will join as Group Chief Operating Officer, leading the Group’s technology, digital, data, payments, and change delivery. Ciarán joins from Ulster Bank/ NatWest Group where he most recently held the position of Managing Director, Retail Banking and previously as Chief Operating Officer. 16 Gail Goldie is appointed as UK Chief Executive Officer and Executive Director of Bank of Ireland (UK) plc. Gail will lead the delivery of the next phase of the UK strategy, and joins Bank of Ireland from Tesco Bank where she served as Chief Banking Officer. Gail previously held leadership positions in Barclays (UK), Santander (UK), and American Express.

Eye on Awards

Creative partnerships take centre stage at Arts & Business NI Awards

owerful partnerships between the corporate and cultural worlds took centre stage at the 2024 Arts & Business NI Awards in Belfast’s Lyric Theatre this week. Two North West organisations took home the top awards at the ceremony, attended by over 200 guests from business and the arts. The Millennium Forum Theatre & Conference Centre and Alchemy Technology Services were named ‘Arts Organisation of the Year’ and ‘Business of the Year’ respectively at the event, which recognised the impact that creative business collaborations have had in Northern Ireland over the last year. The Millennium Forum, one of Ireland’s largest purpose-built theatres, was

recognised for its long-term commitment to delivering inventive projects with local businesses, including its recent ‘Centre Stage’ partnership with Aircoach, which engaged the local community as part of the youth musical FAME and supported the development of arts and culture amongst the younger generation. Alchemy Technology Services claimed the highest recognition in the business category for its commitment to engaging with the arts for the benefit of its community, staff and customers. Each year the company supports a range of creative initiatives which engage employees and support local arts providers, enhancing talent development and community connections.

Other worthy winners at the event included Golden Thread Gallery & Translink, Belfast International Arts Festival & Belfast Harbour and Kabosh Theatre Company, amongst others. CEO of Arts & Business NI Mary Nagele comments: “Year on year, our awards tell the important stories of the incredible partnerships cultivated in the corporate and cultural sectors here. “Visionary private sector leaders recognise the value that connecting with arts organisations brings in so many ways – from motivating a workforce to addressing skills gaps, from supporting the needs of local communities to attracting staff and customers. Arts organisations also

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thrive through connecting with the business sector, using their skills and creativity to make great things happen and raise their profile while doing so. “Every winner at this year’s awards can be proud of the contribution they’ve made, not only to their own organisation and their partner, but also to the cultural and economic fabric of Northern Ireland overall.”

The Arts & Business NI Awards have been celebrating connections between the private and arts sectors in Northern Ireland for over 20 years. A full list of 2024 winners can be found at www.artsandbusinessni.org.uk

1 - Damian McParland, Chair,Arts and Business NI; Cara McCartney,Karen Sullivan, Mags Anderson, Millennium Forum; Liam Hannaway, Arts Council NI; Mary Nagele, CEO, Arts and Business NI. 2 - Damian McParland, Chair, Arts and Business NI; Erin McFeely and John Harkin, Alchemy Technology Services (Business of the Year) and Mary Nagele, CEO, Arts and Business NI. 3 - Catherine ONeil KPMG, Joseph Morrison Pinsent Masons LLP, Maeve McKervey ABNI, Stephen McCrystall Education Authority NI. 4 - Gillian Armstrong ABNI Board, David Roberts ABNI Board, Tom Maguire Ulster University.

Eye on Awards (5)

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5 - Patrick Boyle, Rachel McCullough, David Mitchell, Abbie Long, Molly Rainey, Damian McParland, Louise Cavanagh, Cathy Kerr - all Millar McCall Wylie Solicitors. 6 - Dancer Clara Kerr performs with the Ulster Youth Orchestra to the audience of Arts and Business NI’s 2024 Awards at the Lyric Theatre in Belfast. 7 - Dolores Nelson, The Junction; Emma Ralph and Paul Mc Eneaney, Cahoots; Lisa McKinney, Jacqui Kirkwood-Hamill and Chris Flynn, The Junction. 8 - Jenni Barkley Belfast Harbour, Paula McKay Belfast Harbour, Karin Jeffrey Belfast International Arts Festival, Greta Kelly Belfast International Arts Festival. 9 - Rebekah Farmer Ulster Orchestra, Michelle Baird Ulster Orchestra, Angela Craigan Harbinson Mulholland. 10 - Ulster Youth Orchestra conducted by Paul McCusker at the Arts and Business NI Awards in Belfast’s Lyric Theatre.

Eye on News

Corr’s Corner Marks 30th Anniversary under McKeever Ownership Staff members at Corr’s Corner with members of the McKeever family including founders Eugene & Catherine McKeever

The McKeever Hotel Group is celebrating 30 years of ownership of Corr’s Corner – the Newtownabbey-based hotel which has been an established part of the local community for over a century.

he McKeevers have also committed to the future of the hotel, with plans to invest a further £320k in Corr’s Corner over the coming year, including the upgrade of its event/function space, and boosting sustainability through the installation of solar panelling. As Chair of the Group, Eugene McKeever MBE, has a strong personal connection to the hotel, dating back to the 1960s when, aged 12, he washed dishes in its busy kitchen. He progressed through the ranks to become head chef, and in 1993 bought the venue from its then owner, John Corr. Over subsequent years the McKeever’s

developed Corr’s Corner to hotel status through the addition of 68 bedrooms. Today it employs a team of 79 staff, over a third of whom have worked there for over 20 years, with four having been there for the full 30 years. “We recently announced our new strategic direction for the McKeever Group, which included investment across our business and our people. We’re very proud of Corr’s Corner and can confirm that it is central to our future growth plans, said Eugene McKeever. “Corr’s Corner has been here a lot longer than the McKeevers and over time it has earned its reputation as a community hub – serving local

customers with a warm welcome, great food and a genuine sense of ‘family’. We will always maintain that ‘local’ focus, but our customer base has expanded, as has their needs, enabling us to upgrade our events and conference spaces and to make the facility much more sustainable in terms of our energy usage.” From its origins as a roadside pub in 1919, a core strength of Corr’s Corner has been the quality of its food and beverage offering, marked by the 170,000 meals it serves each year. 97% of its suppliers are locally based and as part of the McKeever Group’s commitment to sustainability, 0% of waste is sent to landfill. It was also the first hotel in NI to tackle the issue of catering for guests with serious food intolerances, hosting the inaugural Allergy NI Annual Dinner in 2010. This enabled over 100 people who were totally allergic to peanuts, tree nuts, egg, dairy, wheat and

gluten, to dine out with friends and families for the first time in years. “Corr’s Corner is a very important part of our family run business, and everyone on our team is treated as if they are an extension of the McKeever family, with the same levels of respect and care. It’s part of our ‘We do more’ culture, and it’s also been the driving force behind our 30th milestone,” said Jonny Bailie, General Manager of Corr’s Corner. “Reflecting on what we’ve accomplished over the past 30 years has inspired us to look to the future of Corr’s Corner and we’re very positive about what’s ahead. Of course, our achievements are only possible thanks to the loyalty of our customers, and the passion and dedication of our excellent staff.”

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Eye on Motoring

Motoring with James Stinson

FRENCH FLAIR

Peugeot rediscovers its design mojo, writes James Stinson

e expect French manufacturers to push the envelope when it comes to designing eye-catching cars but that hasn’t always been the case, especially in recent years. Peugeot has produced some of the dreariest cars of the last two decades - the 407 and 307 were especially forgettable. But it seems Peugeot’s design department has found its mojo again. While high-riding, boxy SUVs are all the rage these days they don’t exactly set the pulse racing. At the upper end of the market, Audi, BMW and Mercedes have successfully introduced fastback versions of their big, expensive SUVs. With a sloping rear roofline, they present a more striking silhouette than boxy alternatives, providing something for buyers who value style as well as practicality. Peugeot has done something similar with this new 408 – what some are calling a coupe SUV. It sits between the 308 family car and the larger 3008 SUV in a market that feels distinctly underserved, with only the Citroen C5 X offering something similar. It looks and feels good on the inside too, defying common perceptions about French cars. The cabin is spacious, especially in the front with plenty of legroom too for passengers in the rear. The one downside is that rear headroom

isn’t as commodious as standard SUVs, thanks to that sloping roofline. It’s not cramped though and only becomes an issue if you are carrying round a couple of six footers on lengthy journeys. The 536-litre boot is good for this class. The seats split 60:40 and can be folded via levers in the boot area itself to reveal a 1,611-litre capacity. The seats don’t go completely flat so there’s a slope at the rear of the load area to contend with.

combined with an 81kW electric motor for a total power output of 180hp. A 12.4kWh battery is featured in both hybrid models and depending on version are capable of achieving an electric-only range of 40 miles – probably closer to 30 miles in real world driving. The plug-in hybrids are a complete no-brainer for company car-types, benefitting from a Benefitin-Kind (BIK) rate of just 8%.

“Headline consumption figures of 215mpg for the hybrid cars are misleading as you’d need to be doing relatively short journeys and charging every night to get anywhere near it. However, these plug-in hybrids are just the ticket for diligent drivers with cheap overnight electricity tariffs” As part of its commitment to offer an electrified variant across its entire model line-up, the new 408 is available with two Plug-in Hybrid powertrains, as well as one PureTech petrol engine. The Hybrid 225 e-EAT8 combines a 179hp PureTech petrol engine with an 81kW electric motor for a total power output of 225hp, while the Hybrid 180 e-EAT8 models come with a 150hp PureTech petrol engine that’s

The plug-in hybrids deliver the best performance and are capable of reaching 62mph from a standing start in around eight seconds. The standard 129 bhp three-cylinder petrol is no slouch either with a 0-62mpg time of 10.4 seconds. Headline consumption figures of 215mpg for the hybrid cars are misleading as you’d need to be doing relatively short journeys and charging

every night to get anywhere near it. However, these plug-in hybrids are just the ticket for diligent drivers with cheap overnight electricity tariffs. The petrol only version will deliver mid-forties mpg. Trim levels run from the entry-level Allure through Allure Premium to GT. All models get Peugeot’s i-Cockpit and the i-Connect Advanced infotainment system that manifests itself on a 10-inch central touchscreen and a 10-inch digital instrument display. There’s connected navigation available with live traffic updates and overthe-air software updates but Apple CarPlay and Android Auto smartphone connectivity are also standard. The entry-level Allure variants have 17” alloy wheels, LED headlights with Peugeot’s Smartbeam auto-dipping functionality, a reversing camera and ambient lighting for the cabin. The Allure Premium adds 19” wheels, ‘Open & Go keyless entry, adaptive cruise control and various other driver assist systems. The GT models have design upgrades including large Peugeot lion badges on the front doors and 3D technology for the instrument display. The Driver Sport pack brings driving modes (Normal, Eco and Sport, plus Hybrid and Electric for the plug-in hybrid models) that alter the steering, throttle and gearbox settings. Prices start from £31,050, with Plugin Hybrid models starting from £38,400.

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FOR FURTHER INFORMATION PLEASE CONTACT OUR SPECIALIST TEAM AT YOUR NEAREST CENTRE: PETERBOROUGH UK Darren Betteridge 07342 890776 BELFAST NI Richard Smith 07966 536521 OMAGH NI Jack Tomalin 07547 799508

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Eye on Motoring

Motoring with James Stinson

SCENIC VIEW

New Renault Scenic highlights changing tastes among car buyers, writes James Stinson.

he name might be familiar but the new Renault Scenic is far removed from the cars that went before. The original Scenic was a mini-MPV that defined a whole car segment and found favour in the nineties and noughties with families looking for space and practicality in a compact body. The dial has moved a lot in the intervening years and those same families now crave SUV-type size and styling while car makers everywhere are planning for an all-electric future. The writing’s on the wall and Renault has made a new Scenic to go with the script. Fully electric and brimming with useful and intuitive technology, its all-electric powertrain

features a compact 87kWh battery and a 220hp motor, capable of delivering a 379-mile range. The Scenic is also fitted with a heat pump as standard, in a bid to provide increased efficiency in cooler conditions. The peak charging speed is 150kW and Renault also says it has worked hard to ensure that the Scenic stays north of 100kW for as long as possible. Clever use of new materials and a complete absence of leather in the interior are part of a renewed focus on sustainability. In fact, up to 24% of the Scenic E-Tech 100% electric’s materials are recycled while 90% of its mass – including the battery – is recyclable.

The new Scenic features a flat floor and seating for five. With both eyes firmly on the family market, there are numerous cup holders and storage bins scattered throughout the cabin. In the rear there’s a central armrest that incorporates a pair of cup-holders, stands that fold out to allow screens to be watched more comfortably, and a pair of USB-C charging sockets. The boot, meanwhile, measures 545 litres with the second row of seats in place, rising to highly generous 1,670 litres if you convert the Scenic to a two-seater. The three-model range, comprising techno, esprit Alpine and iconic trim, are available to order now, with first customer deliveries from May. Standard specification includes 19-inch ‘streamline’ diamond cut alloy wheels, front and rear full LED lights, electric flush door handles, flush roof bars, electric folding door mirrors and logo puddle lights. Also included as standard are automatic air conditioning, a frameless electro-chromatic rearview mirror, rear-view camera, front and rear park assist, heated front seats and steering wheel, paddle shifters for regenerative braking, automatic wipers, multi-sense with ambient lighting, the ingenuous rear armrest and electric boot opening. Advanced driver assistance systems include intelligent adaptive cruise control, traffic and speed sign recognition, driver attention alert, distance warning alert, lane departure warning, lane keep assist, lane centring, active emergency braking system with pedestrian and cyclist detection and blind spot warning. Prices start from £40,995, rising to £45,495 for the range topping Iconic E-Tech, which looks very competitive compared to the likes of the Hyundai Ioniq 5, which has inferior range.

NEW PLUG-IN ALFA IS THE BUSINESS

ompany car drivers who’ve lusted for an Alfa Romeo, rejoice. The Italian marque has just launched a plug-in hybrid (PHEV) version of its beautiful Tonale SUV, which benefits from lower benefit-in-kind tax rates. The Tonale PHEV’s powertrain is an upgraded version of the one in the Jeep Compass 4xe, with the same 177bhp turbocharged four-cylinder 1.3-litre petrol engine driving the front wheels through a six-speed automatic gearbox. The electric motor driving the

rears is more powerful than the Jeep’s, at 121bhp. The battery is bigger too, with a capacity of 15.5kWh (12kWh usable) and supplies an electric range of over 49 miles in the urban cycle and more than 372 miles of total range, making the Tonale Plug-in Hybrid one of the most efficient plug-in hybrid SUVs. The new hybrid powertrain reduces CO2 emissions to 29 g/km and improves fuel consumption to deliver 217.3 mpg in the WLTP cycle. It takes less than 2.5 hours

to fully charge the battery from a 7.4 kW charger. Equipped with a Q4 all-wheel-drive system—the front wheels are powered by the internal combustion engine and the rear wheels are powered by the electric motor. The rear suspension has been tuned to take the extra weight of the hybrid system, which contributes to a hefty total kerb weight of 1835kg. Even so, Alfa talks up the Tonale PHEV as the sportiest model in its class. Its 280hp hybrid powertrain ensures it accelerates from zero to 62 mph in just 6.2 seconds and onto a top speed of 84 mph in full-electric mode and 128 mph in hybrid mode, with the e-AWD system providing instantaneous deployment of 100 per cent of available torque from the electric motor on the rear axle. The Tonale Plug-In Hybrid Q4 is a milestone in the Alfa Romeo journey from ‘zero to zero’, which will take it from being a zero per cent electrified brand at the start of 2022 to being a zero-emissions and 100 per cent electrified brand in 2027. On the road prices start from £44,595 (Veloce), rising to £48,495 for the Speciale version. On a PCP scheme, the Speciale will cost you from £445 per month rising to £545 for a Veloce with a £10,000 deposit.

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