As she settles into her new role as Chief Executive of NI Chamber, Suzanne Wylie speaks to Ambition magazine about her plans, priorities and projections for the business organisation and its members.
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Managing Editor: Olivia Stewart Interviews: Emma Deighan Publisher: Chris Sherry Advertising Managers: Lorraine Gill & Gerry Waddell Editorial Assistant: Joanne Harkness Email addresses: olivia.stewart@northernirelandchamber.com/ lorraine. gill@ulsterjournals.com / gerry.waddell@ulstertatler.com
Websites: www.northernirelandchamber.com / www.ulstertatler.com
Publisher: Ulster Tatler Group, 39 Boucher Road, Belfast, BT12 6UT
Front Cover Photo by: Khara Pringle.
In recent weeks, there has been a welcome focus on Northern Ireland’s investment potential.
There is no doubt that as a place to do business, we have plenty to offer international investors thanks to our strong entrepreneurial ecosystem and global reputation for innovation, as well as world-class universities and skilled, youthful workforce.
Not least of these advantages is created by the fact that Northern Ireland is a gateway to two of the world’s largest markets. With unique, unfettered and flexible access to the EU and UK, this is the only jurisdiction in the world where business can sell into GB and the EU free of customs and regulatory barriers.
Our digital infrastructure is another major asset which, in today’s global market, is critical in terms of where and how companies do business. We’re already a smart choice in that regard, with next-gen telecoms delivering 100 gigabytes per section telecoms links to Europe and the US, 5G and wireless districts and the roll out of fullfibre broadband across the region.
As a place to do business, Northern Ireland is often described as neither too big nor too small, and in many respects is just right for testing new and innovative ideas. From medtech to low carbon technology, advanced manufacturing to regtech, we are already leading the way by using size and proximity to our advantage.
And we are investing more in providing centres of innovation excellence through our City and Growth deals to boost health and life sciences, medtech, manufacturing, film & television, and data analytics.
Of course, investors and businesses alike value political stability, so we in NI Chamber are doing all we can to encourage that to happen as quickly as possible. To properly put our best foot forward when positioning Northern Ireland as an attractive location for global investors, we need to have a devolved government in place.
However, with or without an Executive, the important message is that Northern Ireland is not just open for business but is poised for growth and has huge potential. We’re well connected, uniquely positioned, young, innovative and talented. With a united political front, local decision making to create optimal trading conditions and a coherent global growth plan, it will be so much better.
Cathal Geoghegan, President, Northern Ireland Chamber of Commerce and Industry
we create trusted connections with communities across Northern Ireland.
Newry-based cruise ship fitting specialist MJM Marine is to create 100 new jobs on the back of $150 million of new work secured for 2023/24. The announcement was made on board the stunning ‘Celebrity Apex’ which was recently docked in Belfast. ‘Celebrity Cruises’ is a brand in the Royal Caribbean Group, and one of MJM Marine’s trade partners. The strong order book reaches across seven of the world’s leading brands, with delivery taking place in locations across the world including Singapore, stretching across Europe, and into the Bahamas.Gary Annett, CEO MJM Marine, said, “We have a really exciting growth trajectory and new opportunities right across the business. The new roles are predominantly based at our headquarters in Newry and range from operations and project management to commercial and other business support roles. This represents a multi-million-pound GVA (Gross Value Add) to the local economy in salary contribution and significantly more in value to the local and national supply chain. There are more than 500 cruise ships active at the moment with regular refit and upgrade schedules. We have visibility of the future requirements, so we are confident of a buoyant long-term project pipeline.”When the new positions are filled MJM Marine will employ in the region of 300 people.
Norbrook has announced that its current CEO Liam Nagle is to step down as CEO later this year and will be succeeded by Andra Iucci, senior vice-president of Idexx Laboratories. The CEO appointment was the conclusion of an extensive global search process led by a subset of the Board and supported by an executive search firm. Liam will continue his role as chairman of the Board.
Independent healthcare company, Kingsbridge Healthcare Group, has officially opened Kingsbridge Eye Clinic, a £2.25 million surgical facility with complementary eyecare services at its hospital in the North West, based in Ballykelly.
This latest announcement, which forms part of an overall multi-million investment in Kingsbridge Private Hospital North West, will create 10 new jobs and provide a one-stop service primarily for patients in the local area, but also throughout Northern Ireland, who require cataract or oculoplastic surgery.
Queen’s University Belfast has announced the appointments of Orla Corr OBE as pro-chancellor of the university and Adrian Doran as honorary treasurer of the senate.
Orla Corr OBE is one of the founders of Mac Zero Modular Buildings, having previously been a shareholder, executive chair and business development director of The McAvoy Group Limited. Adrian Doran is the head of corporate banking at Barclays. Both have been appointed for an initial four-year period.
Applications are now open for the 24th annual Deloitte Technology Fast 50 Awards. Ranking Ireland’s 50 fastestgrowing indigenous technology companies based on revenue growth over the last four years, the awards celebrate the innovation and entrepreneurship of local firms. Last year, nine companies from Northern Ireland made the prestigious list, which was topped by Dublin-based same day grocery delivery company Buymie. Belfast-based fintech company Lightyear was the highest ranked Northern Ireland business last year at number 11 on the list and was joined by fellow firsttime entrants Fibrus Networks, Locate a Locum and WorkPal, plus Data Intellect (formerly Aqua Q), Datactics, Foods Connected, Totalmobile and SciLeads. Deloitte Fast 50 lead partner in Belfast Aisléan Nicholson said: “Northern Ireland’s reputation as a hub for creative, homegrown technology companies continues to grow every year and the success of companies who make it into the Fast 50 demonstrates talent, ambition and an ability to compete at a global level.
“We continue to see strong growth from companies who are offering services that help meet the needs of modern life, for example those in areas such as cleantech, sustainability, cybersecurity and health tech. Deloitte’s Fast 50 recognises this success and also the future ambitions of the companies, putting the spotlight on the potential they have for new growth opportunities.”
The closing date for entries is 6 October 2023 and the winners will be announced at a ceremony in Dublin on 30 November 2023.
Full details on how to enter are available at www.fast50.ie.
Diageo has welcomed Antrim and Newtownabbey Borough Council’s decision to grant planning permission for the £26m extension of its Baileys Global Supply Facility at Mallusk. The site is one of only two global production sites of the iconic Baileys brand.
The Mallusk site focuses on the original Baileys Irish Cream Liqueur and includes the production, bottling, labelling and storage of the product before distribution. Approval of the expansion plans will enable Diageo to improve its logistics and warehousing facilities. Work on the multi-year project is expected to commence in early 2024.
The facility at Mallusk produces over 60 million bottles of Baileys every year, sending them to 150 countries worldwide. It is one of three Diageo sites in Northern Ireland, which also includes a beer canning and packaging facility in East Belfast and its corporate headquarters located in Belfast city centre.
Commenting, Lesley Allen, operations manager at Baileys Mallusk, said: “The extension will support the storage, delivery and distribution of raw materials and finished goods and we are looking forward to the opportunities it will create for us.
“We are confident that the planned extension will support Diageo’s wider growth strategy, building on the £40m investment we made in opening the site in 2003 and the ongoing investments to further develop the facility and the Baileys brand.”
Leading civil engineering and building contractor Farrans Construction has launched its application process for 50 high-demand positions on its industry leading graduate programme, Farrans Foundation, with intake dates in June and September 2024.
Farrans Foundation is an award-winning, two-year graduate programme which provides applicants with the necessary experience and knowledge to fast track their career in construction, quantity surveying and civil engineering. With a blend of classroom-based learning and on-site experience, this is the starting point on the journey to becoming the future leaders of Farrans.
This year, Farrans will be hosting a series of virtual career open days in September, October and November for those people who are interested in finding out more about what it is like to be a graduate or a placement in the company.
Stena Line has renewed its hugely successful partnership with current EIHL champions, the Belfast Giants by entering into a 12th year as title sponsors.
The new two-year deal aims to build upon a remarkable period of success for both parties. Having won seven Elite League titles, three Elite League Playoff titles, five Challenge Cups, and become treble champions for the first time in the club’s history, it’s been an allconquering spell for the Belfast Giants since the club’s inception in 2000.
Pictured launching the application process for Farrans’ Graduate and Placement Programme are (L-R) Rebecca Pennell, graduate engineer, and Abilin Saji, placement student.So far, I’ve taken an unorthodox career path. I have never studied for A-levels and I’ve never been to university. After leaving school with GCSEs and spending a few years working in a kitchen manufacturing company, I decided a change of career was needed.
I moved to Belfast and began my employment with Muldoon & Co in the summer of 2004 and completed the Accounting Technicians qualification in 2006, Chartered Accountancy in 2010 and Chartered Tax Advisor in 2012. These were definitely character-building years trying to balance work, study and general life.
Currently I lead Muldoon & Co’s tax team. No two days in tax are ever the same as no clients or circumstances are ever the same. The tax team works extremely hard but we are all very supportive, encouraging each other to achieve our goals, meet deadlines and overcome any challenges. This helps to create a really positive team environment and culture.
Muldoon & Co is an accountancy firm based beside Queen’s University, Belfast. We specialise in business advisory, accounts and audit, management consultancy, payroll and bookkeeping services, R&D tax credits, corporate finance and tax planning. Muldoon & Co provides these services to clients of all sizes from new start-ups to corporates with turnover up to £80m. In the duration of my employment, Muldoon & Co has expanded its team from eight to nearly 50.
My role in Muldoon & Co has changed over the years from the completion of accounts, payroll, VAT and CIS returns, to specialising in tax planning for individuals or companies and handling HMRC enquiries. I have always said that doing your accounts is a puzzle – there are lots of pieces of information that are needed to create a set of financial statements. On the other hand, tax is an art and a challenge – my team and I have the opportunity to design a plan that exceeds the aspirations of our clients.
Recently I provided estate planning for a high net worth individual who owned a variety of business/non-business assets located in the UK, Ireland and Australia. This project started with identifying the client’s assets, their total value, ownership history and gaining an understanding of what the client’s intentions were. Tailored advice was formulated to maximise tax relief and allow value to be passed to the next generation, while the client retained control. A tax planning project like this is an important process for a family who have spent a lifetime accumulating wealth.
Earlier this year I also had the opportunity of acting as the lead corporate finance and tax advisor to Doherty Pension & Investment Consultancy. Doherty’s is one of the largest financial planning and wealth management businesses in Northern Ireland, and I advised on the sale of their business to Mattioli Woods plc, a leading provider of wealth management, employee benefits and pensions, in a deal
worth in excess of £15m. The team and I at Muldoon & Co worked closely with our client supporting and advising them throughout this complex project. This is reflective of our guiding principle that we apply to all our clients and their respective needs.
As this article is about ambition, I’ve asked myself why ambition is important? For me the answer is clear – without it, I would still be making kitchen doors and wondering ‘what if’. My journey to where I am today has not been plain sailing, but it was ambition that motivated me to work hard and take on new challenges. Without a doubt, the positive ethos and supportive culture at Muldoon & Co have helped me every step of the way. My next challenge is to expand the tax team, keep learning and keep maximising value for our clients, proving that the magic formula of ambition and hard work can take any of us as far as we dare to reach.
Prior to the pandemic, working from home was the preserve of less than 10% of the workforce in Northern Ireland, but then suddenly in 2020 it became mandatory for many people, with over 40% working from home. With the subsequent lifting of restrictions most headed back to the office, but for many a new normal has emerged which includes continuing to work from home for at least part of the week. This has many implications for staff, employers and wider society and has been explored by my colleagues in the Ulster University Economic Policy Centre.
The latest data suggests that approximately 17% of people are still working remotely at least one day a week. This is a significant increase on pre-pandemic levels but much lower than the rest of the UK where almost one third of people still work remotely some of the time.
The experience of current ‘remote workers’ is very different from the early days of the pandemic. Initially people talked of feelings of isolation from colleagues and the need to juggle work responsibilities with caring responsibilities alongside home schooling. Fast forward to 2023 and staff talk of improved well-being, better work-life balance, less time wasted on the commute and higher levels of productivity.
There are several reasons for this. Firstly, remote working is now voluntary and secondly, it is not full time. People are back in the office for at least part of the week, reducing the potential for isolation and importantly children are back at school, removing many distractions.
The evidence also suggests that most employers are satisfied with current levels of remote working, although they are less convinced that productivity has improved. They believe it is more likely to have stayed the same, but if it is good for their staff, then it is good for their firm.
So far so good, but increased levels of remote working also create significant issues for employers, staff and the wider economy. Staff still talk of the ‘always on’ culture; rather than ‘working from home’, they are ‘living in work’ and there is an expectation they should be available to respond to queries at any time.
Feedback from employers also highlights a range of management-related issues caused by increased remote working. For example, maintaining equality is a legal requirement but managing in an organisation where some job roles can be completed remotely, such as finance or HR, and other roles cannot, such as on the shop floor, is a real challenge. In addition, employees want flexible, common-sense policies, but implementing those consistently across different management teams in larger organisations can be difficult.
As a result, senior leaders now recognise the need to develop new management practices to address these issues and also to encourage a more collaborative working environment, manage performance and deliver effective training and development for mentoring junior staff and onboarding new recruits.
This has resulted in an environment where employers need to ‘earn their employees’ commute’ by creating
genuine reasons to bring them into the office regularly and at the same time. With spontaneous interactions less likely, collaborative engagement needs to be more organised and scheduled than before.
Separately, you may remember in the early days of home working that the world of recruitment was also going to change. Firms could recruit from across the globe and people could live in Northern Ireland whilst working for organisations in London or further afield. However, as organisations returned to the workplace, the geographic area from which they recruited started to narrow as the importance of physical proximity, integration and collaboration became increasingly recognised. International recruitment is still a feature but only on a very limited scale for specific roles.
The last big impact is on the high street. Survey evidence would suggest that people are spending less now than before the pandemic. There has been a significant fall in spending in urban centres, near the workplace, but only a limited increase in spending in local sub-urban areas, near where people live. Therefore, the spending when in the office has not transferred to local shops nearer home. This may be partially explained by the current economic climate combined with an increase in online spending, but if we value our towns and city centres, then it is essential we give them our support.
As time passes it is becoming increasingly clear that the longer-term implications of the pandemic extend well beyond health.
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The world of technology is changing at a pace never seen before and businesses are having to rely on experts to successfully meet the challenge of digital transformation. Talent and training in digital skills is now more critical than ever before.
IT professionals in Northern Ireland have a responsibility to encourage future generations and those changing to IT careers to progress in the tech industry. In many organisations, IT teams have struggled to keep up with the new relevant technologies and Northern Ireland’s education system isn’t generating enough talent with the right skillsets quickly enough. A 2021 report led by the Open University reveals nearly three quarters (69%) of NI businesses believe that there is a skills shortage in their organisation, which is the highest percentage across the UK.
There are a number of steps that can be taken to address this IT skills gap. At Telefónica Tech UK&I, as a leading digital transformation company providing businesses with Cloud, Data, Enterprise Applications, Modern Workplace and Cyber Security technology solutions, we are continuously seeking new ways to attract the best tech talent in a competitive market, and we are very conscious of the need for continuous learning.
To ensure that our own staff are equipped with the necessary skills to progress in their IT careers, it is our duty to help staff regularly upskill to improve their knowledge and to keep pace with industry changes. This helps us retain talent and deliver exceptional service to our customers. The competition for IT talent underscores why numerous enterprises opt to leverage the capabilities of IT providers like Telefónica Tech.
Following the Covid-19 pandemic, many businesses now operate on a remote basis
and many in the IT sector are now opting for remote jobs from the comfort of their own homes. As an employer with a large IT presence in Northern Ireland, we need to be as competitive as possible with those companies to attract our local talent, including the next generation.
Unlike the generations before them, millennials are the most likely generation to switch jobs and careers at some stage in their lifetime. To help increase the talent pool, employers must be ready to acknowledge the skills and experience from people’s previous careers that can be beneficial when embarking on a career in IT. Ensuring that they are supported whilst on that journey is crucial. This may come in the form of assisting them with formal qualifications or offering buddy schemes and mentorships to help navigate them through early career induction.
As someone who had a rather unconventional path into the IT sector, is important to make it clear that it doesn’t matter if you didn’t do computer science as a university degree. There are other ways into the sector; it’s just about finding the best path for you.
There are a number of possible reasons why the digital skills shortage is so apparent. Unlike other sectors, IT careers are hard to visualise, and there is a lack of transparency on the options available within the sector. Despite the fact that children are now growing up in a digitised world, according to a report carried out by the BBC, the number of young people taking IT subjects at GCSE level has significantly dropped in recent years.
In order to attract young people to these disciplines, it would be very beneficial to help children understand what an IT career could entail, perhaps by coming at it in a different direction and introducing noncurriculum-based activities that are more up to date. And, of course, working closely
with universities and building relationships to create close proximity between them and graduates looking for jobs.
Earlier this year, Telefónica Tech UK&I partnered with Impact Training and Queen’s University Belfast to give 16–19-year-olds a chance to learn essential software skills. It was aimed at school leavers from North and West Belfast to offer them skills that would help to equip them in the workplace, which will hopefully enable them to progress further, securing careers in this exciting industry. Giving them this hands-on experience is vital in order to help them visualise what a career in IT might look like.
On the other hand, whilst there has been a definite increase in recent years in the number of women working in IT, there is still much progress to be made to encourage more women to firstly choose IT as a career, and secondly to remain in a career in IT.
There are a number of services and schemes available in Northern Ireland to support women who are returning to work following a break in their career or who require reduced hours with skills training and career support. One of these is Press Refresh, which is a programme led by Women in Business and Belfast Metropolitan College, aimed to equip returners with new skills necessary to build their careers in IT.
As part of our commitment as a company to recognising tech talent, Telefónica Tech UK&I is the headline sponsor of the 2023 Belfast Telegraph IT Awards, which will take place at Belfast’s MAC on 10 November, where the best of the IT industry in Northern Ireland will join together to celebrate this ever-growing sector in the region.
Whether you are using LinkedIn to find your next best role, or you want to leverage LinkedIn to bring in sales and leads for your business, it is time to think about the platform as a place for building relationships. Relationships take time – that’s why starting out with a sales pitch rarely works. Here’s what I recommend instead.
Four pillars to using LinkedIn for business:
1. Your LinkedIn profile.
Your personal profile represents you on LinkedIn. The key areas should include the following – a recent headshot, your name, your headline, what you do and how you help people.
Fill out your About section in the first person. Consider writing about how you can help the person who is reading this.
For example, if you are an environmental consultant, how do you work with companies? What problems do you solve? You want to write this in a way that makes the reader want to reach out and find out more. Your qualifications have their place on LinkedIn, but further down the profile, in the Education and Skills sections.
Top Tip - don’t neglect any areas of your profile. When someone searches for your skillset on LinkedIn, the algorithm is searching through your whole profile.
2. Content
Did you know that less than 5% of LinkedIn members post ANY content? This platform offers so much opportunity to be seen by your network if you simply post an update once or twice a week.
What do you write about?
Think about the questions you are asked all the time about your role or business. This is where you start. This is not an opportunity to start broadcasting your wares. If you reset how you look at LinkedIn in terms of ‘starting a conversation’, what would your network like to talk about? What can you write about that will help your audience?
For example, I could write about how companies can use LinkedIn newsletters. Instead of writing a post that lets my network know we offer this as a service, I could write a piece on why a company should consider starting their own newsletter. Being seen as an expert in this way helps both those who want to DIY it and also leads to inquiries from those who want help.
Top Tip – always end your post with a question.
3. Your Network
The goal is to build a network of value on LinkedIn – this is a platform for building relationships. Imagine it like being at an in-person conference. You are in a room full of people who are interested in what you have to say, and you are interested in engaging with them.
Rather than connecting with anyone and everyone, be considerate in who you connect with. Think about people in your industry, potential clients, people you went to school with, and potential collaborators. Building a network of people you want to speak to means that you will find LinkedIn more enjoyable!
Top tip - always send a message when you connect with someone. You wouldn’t walk up to someone, hand over your
business card and walk away in person –so don’t do it online.
4. Community
It is time to build community by engaging with your network.
When you meet someone and connect with them on LinkedIn, the next time they post anything, LinkedIn will show you their post. Comment on it! Say something meaningful that leads to a conversation. The majority of people will either scroll on by, or click the ‘like’ button. The person who comments not only gets the attention of the original poster, but everyone else in their network will see your comment AND your photo and headline! This is a great way to get more people viewing your profile and curious about you and what you do.
Top Tip – aim to visit LinkedIn two to three times per week and comment on five people’s posts.
Pulling this all together does lead to inquiries and sales. Last year, we worked with a B2B training company on these four core pillars. Within weeks, our client was not only receiving weekly inquiries about their work, but the CEO was invited to speak at a European conference aimed at their ideal client.
Bonus Tip – consistency is the key to success on LinkedIn. Aim for following this approach for six months. LinkedIn may be a long game, but it is worth pursuing.
The general manager of Trouw Nutrition Ireland says every part of the food and farming supply chain has a role to play in feeding the future sustainably.
The company, which supplies animal nutrition solutions to farmers and feed producers across the island of Ireland, is a global leader in innovative feed specialities, premixes and nutritional services. The business has enjoyed solid growth in Ireland in recent years.
Heading up Trouw Nutrition in Ireland at its headquarters in Belfast is Aidan Fisher. With over 20 years’ experience in agri-food, Aidan previously held commercial leadership roles with Moy Park and PRM Group.
With people living longer and our population expected to be around 10 million in 2050, more than 300 delegates representing every segment of the feed-to-food value chain met recently in the Netherlands at Trouw’s AgriVision Conference. Leaders at the forefront of industry research and development, agri-tech, policy and consumer behaviours shared emerging insights, moderated panel conversations and challenged attendees to take action in order to sustainably meet the world’s growing demand for food.
Trouw Nutrition will be in a position to deliver with the company experiencing continued growth in Ireland. So, what’s driving the expansion? “Pure passion for what we do,” answers Aidan Fisher. “We are a business-to-business company and work in partnership with our customers to support farmers who face difficult decisions around animal health, animal performance and more recently environmental sustainability. If our customers have a problem, our local teams will advise them and work with them until a sustainable solution for their animals is reached. This local expertise can also be complimented with global knowledge.”
Being a green, sustainable business is another standard part of life in Trouw Nutrition. Trouw’s Ship Street Mill in Belfast is powered by 100% green energy and is well on its way to transitioning its entire fleet of vehicles to green.
It’s not just about leading on
sustainable farming that’s key for the company, but also sustaining the people working in the sector. Trouw Nutrition Ireland has partnered with the charity AWARE NI since June 2022, with the ambition to raise awareness of mental health amongst its team and the wider agricultural industry. The company has also taken significant steps through its Healthy Life initiative to improve the work-life balance of all colleagues.
The growing demand for animal nutrition products prompted Trouw Nutrition to invest £2 million in 2021 into its Belfast Mill. In March 2023, further investment came in the form of a stateof-the-art quality control laboratory as well as an external customer laboratory service and a refurbished office and meeting space.
Aidan continues, “The modernisation of our facilities will see us strengthen our reputation as a leader in quality and food safety. As a team, we are committed to achieving our right-firsttime quality assurance approach. We aim to provide our customers with the best quality product the first time around, ensuring food safety standards are met on optimising animal health and performance.”
The industry is not without its challenges. Trouw Nutrition has reduced its plastic usage by 10% and aims to
reduce plastic by over 25% over the next five years. Sustainable farming practices are in the spotlight and increasingly being measured with targets to be met. Livestock and milk production are perceived by many to be the biggest contributors to the total emissions because of transportation and high energy feed processing. All agri-food business like Trouw Nutrition Ireland are faced with meeting targets to reduce carbon emissions and finding a solution.
Aidan continues, “Trouw is leading the way in pioneering innovative services that measure the environmental footprint of not only animal feed stuffs through Feedprint, but also complimented by onfarm assessment tools for milk, eggs, pork and chicken”.
Another obstacle customers are constantly facing in our industry is the volatility of the global supply chains. Aidan concludes, “We are working hard to help customers navigate the volatility through offering the most effective solutions, and ensure we together plan ahead at all times. The Ukraine situation has put significantly more focus on food supply and while some of the impacts of the war have reduced, others will persist in the years ahead. So, we need to be agile as a business to ensure we procure in the most cost effective and sustainable manner.”
At the beginning of August, I started my new role as chief executive of NI Chamber, a job I am honoured to take up and have been looking forward to for some time.
It’s been a busy start and in the early weeks, I have really enjoyed meeting members across Northern Ireland in Magherafelt, Enniskillen, Limavady and Belfast to name a few. Our calendar of events for the second half of the year is in full flow and it’s been great to attend lots of those sessions too, meeting so many interesting and innovative businesspeople. The energy in the room at networking events has been brilliant and I intend to be at lots more of them over the coming months – I encourage you to do the same!
As well as our own events, I’ve also attended lots of external engagements, including representing NI Chamber and our members at the recent Northern Ireland Investment Summit. We welcome that focus on investment, which should send a clear message that Northern Ireland is not just open for business but is poised for growth and has significant potential.
From the outset, I want you to know how committed I am to ensuring that we provide NI Chamber members with the support and services they require to realise their ambitions and that we build on the collaboration which exists between businesses and between the private and public sectors.
This organisation already benefits from strong local and international networks. As chief executive, I am determined to deepen these relationships even further, to achieve economic growth and provide a strong voice for business in policy development and in support of government decision making.
The scale of potential which exists in Northern Ireland is one of the many reasons I am looking forward to this role. And while there are challenges to be worked through, I am buoyed by the high levels of business confidence I have already witnessed.
It gives me great pleasure to conclude by welcoming almost 80 new members who have joined us in recent weeks – you are extremely welcome to NI Chamber. The team and I look forward to supporting you in any way we can.
Allistair Moore Welding
Artemis Human Capital
Axl-Av-Hire
Ballyveesy Holdings
Belfast Self Storage
Bespoke Candles
Bid Excellence
BPMBuild
Cancer Fund for Children
Card Group
Charles Tennant & Co (NI)
CL Bookkeeping Services
Cloud Application Services
Commend HR
Complete AV Solutions
Conexia
Contraflex
Coppersquareni
Digicomcustoms
Digital Catapult
Dream Mentorship
DWF
Elevator Promotional Marketing
Everest Accountants
Future Renewables
Grenke UK
Halo Technologies
HIRANI
Impro Printing
Inov8
Institute of Exporters
International Trade Matters
Irish League of Credit Unions
Kevin McShane
Kitson Residential
La Mon Hotel & Country Club
Laganview Golf Centre
Lantra
Larchfield Estate
Lighthouse Charity
Manfreight Limited
Mary Peters Trust
MCA Systems
MPA Recruitment
Naylor Devlin
NBAS Chartered Accountants
Olympic fixings
Onnec Group NI
Optimise Consultancy
P McVey Building Systems
People HQ
Plaswire
PrivacyEngine
Pytilia
Reliance Automation
RM Dungannon
room2 Belfast
Shareit Biz
Sinowei
Slieve Donard
Spectrum Advice Network
Stauff Ltd
Tesla
The Depaul Foundation
The Stroke Association NI
Thompson Crooks Solicitors
TRP Services
Tullyglass House Hotel
UDS Freight
United Wines
Waterman House
WFR Group
WheelWorks Arts
Worldpay UK
WR Kennedy
The timeline for implementation of the Border Target Operating Model, which sets out a new model for importing goods into the UK from countries inside and outside the EU, has been delayed until 2024. Stuart Anderson, head of public affairs at NI Chamber, welcomed the news saying:
“Businesses preparing for the initial implementation phase of the Windsor Framework on 1 October will breathe a sigh of relief that the timeframe for the GB
Border Target Operating Model has been delayed until 2024.
“Whilst further details are required, Northern Ireland’s agrifood businesses will also welcome that additional protections are proposed to qualify for unfettered access to the GB market. Upholding the twin objectives of preserving barrier-free access to GB whilst protecting the integrity of Northern Ireland’s world-renowned produce will be critical.
“It must also be acknowledged
that many of the challenges in the implementation of post-Brexit trading arrangements to date have arisen due to a lack of clarity to enable business preparedness. For businesses trading in Northern Ireland, implementation of the Border Target Operating Model and its interaction with the Windsor Framework will require careful and timely engagement from Government.”
Businesspeople from across Northern Ireland are set to descend upon St George’s Market for NI Chamber’s Festival of Business, which returns to the iconic Belfast location on Wednesday 20 September from 8.30am – 1.00pm.
Almost 1,000 people are expected to be in attendance to enjoy unrivalled learning and networking opportunities. Over 120 businesses will be on show in the exhibition area, while the main stage will play host to brand experts, brain hackers and sales leaders. Globally renowned mentalist Keith Barry will delve into the art of skilful communication, sending businesspeople away with an inspiring new ability to build positive professional relationships and effectively influence customers and colleagues. Attendees will also learn about brand building from Coca-Cola HBC, discover more about the power of AI from Microsoft and understand the chemistry of sales with therehuman.
Delivered in partnership with headline sponsor Dublin Airport, supporting sponsors Belfast City Council, Openreach, SSE Airtricity and media partner U105, the festival will also feature live entertainment, interactive zones and giveaways.
NI Chamber hosted an event for digital, tech and commercial professionals on Thursday 14 September in Bangor. Delivered in partnership with Danske Bank, it focused on how digitisation and automation can be adopted by businesses of all sizes to accelerate sustainable business growth.
Ambitious and growing companies had the opportunity to discover more about the growth trajectory of earlyadopters who are already experiencing the business benefits, as well as subjectmatter experts on technology and process implementation.
With more than 25 years of experience, Philip McDonough, senior manager, head of Product Research at PwC, discussed how businesses can use the latest technologies to solve challenges and unlock new ways of working. Based on his vast research experience, he focused on the implementation of
emerging technologies including AI, data visualisation and blockchain.
Mark Higgins, director of operations at FAST Technologies, shared how his team is engaging with customers as part of the automation process, providing an overview of the specific technologies which have worked for the company. The morning
concluded with a panel session including Gerry Graham, manager at Reliance Automation, a leading distributor of advanced automation solutions.
Grow with Danske Bank is delivered as part of NI Chamber’s Learn Grow Excel programme, which is supported by its SME Partner, Power NI.
The UK Internal Market Scheme (UKIMS) will be the new authorisation to declare that goods moving into Northern Ireland from Great Britain or countries outside both the UK and EU are ‘not at risk’ of onward movement into the EU, in place of the current UK Trader Scheme (UKTS). In autumn 2024, it will also provide access to the new customs green lane arrangements.
All UK-established businesses can register for the new UKIMS if they move goods that meet the relevant criteria. A business does not need all of its goods movements to qualify as ‘not at risk’ in order to be eligible for authorisation under the scheme. There has been some confusion on this point, however, it has been stressed to NI Chamber that all relevant businesses should apply, including processors, as not all goods need to qualify as not at risk.
How
Registration for UKIMS is now open and you can complete your registration from the guidance page at gov.uk/guidance/ apply-for-authorisation-for-the-ukinternal-market-scheme-if-you-bringgoods-into-northern-ireland. You will need to have a valid UKIMS authorisation by 30 September to move your goods into NI tariff free as UKTS authorisations will cease to be valid from that point.
What has changed?
Establishment
All businesses established throughout the United Kingdom can apply for authorisation – moving away from the previous restrictions that required a physical premises in Northern Ireland.
Goods undergoing commercial processing Although it is unclear how significant it will be in practice, the new UKIMS authorisation expands the criteria for businesses undertaking commercial processing to move goods tariff free:
• The turnover threshold below which companies involved in processing (including manufacturing) can move goods under UKIMS, provided they can show those goods stay in Northern Ireland (or England, Wales and Scotland in the case of movements from Great Britain), is now £2m.
• Manufacturers with a higher turnover can still move goods for processing under the scheme if they are for use in the animal feed, healthcare, construction, or not-for-profit sectors (if for use in NI).
• Inputs into food production for sale to consumers across the UK will continue to benefit from inclusion in the ‘not at risk’ definition.
All other goods not for processing (machinery, office materials etc.) can benefit from the UKIMS arrangements if they remain in Northern Ireland (or wider UK in the case of movements from GB). There is no turnover limit for goods that will not be subject to processing.
Duty Reimbursement Scheme
Goods that are not eligible to move ‘not at risk’ under UKIMS but where a business can demonstrate their goods did not enter the EU Single Market may access the new Duty Reimbursement Scheme (DRS).
DRS launched on 30 June to claim back duty paid on ‘at risk’ goods by showing that the risk of onward movement to the EU has not materialised.
Businesses can also continue to make use of the customs duty waiver scheme, subject to de minimis rules. Further reading is available online at gov.uk/guidance/ check-if-you-can-claim-a-waiver-forgoods-brought-into-northern-ireland.
Members of NI Chamber who have specific questions related to the evidentiary requirements and processes involved in the duty reimbursement scheme are welcome to contact the Policy and Public Affairs team.
• 62% of NI Chamber members are positive that turnover will grow in the next 12 months
• 4 in 5 respondents are trading well or reasonably
• 44% are positive about the Windsor Framework’s potential impact on their business
• 74% are very concerned about the impact of public spending cuts on the Northern Ireland economy
Business confidence in Northern Ireland improved in Q2 23 and there are signs that some cost pressures are easing, according to the most recent Quarterly Economic Survey (QES) report from Northern Ireland Chamber of Commerce and Industry (NI Chamber) and BDO NI.
Trading performance for businesses was largely positive in Q2 23, however inflation remains a dominant concern and labour costs persist in putting pressure on prices. 74% of businesses are very concerned about the impact of public sector spending cuts on the Northern Ireland economy, while one in three are particularly concerned about the impact on their own organisation.
Most key indicators in the Northern Ireland survey were positive, meaning that in the second quarter of the year, more firms were reporting increasing export sales, employment growth, confidence around turnover and profits and investment intentions than those reporting any fall.
4 in 5 survey respondents said they were trading well or reasonably, with 1 in 5 just covering costs or struggling. More than half of members reported a slowdown in demand (53%) although this has eased from Q4 2022 when it rose to 64%. Most have seen only a little slowdown (43%) while 10% have seen demand for their products/services slow down significantly.
The region’s overall domestic performance improved, with more businesses reporting increased domestic (UK) sales in the last three months (35%) compared to those reporting a fall (23%). Export performance showed continued improvement, with 33% reporting improving order books for the next three months compared to 26% reporting a fall.
Expectations to raise prices showed signs of easing. In Q2 23, 46% of members reported that they expected to raise
prices, down from 60% in Q1 23 and 75% in Q4 22. However, inflation continues to dominate as a key concern. In Q2 23, 76% of manufacturers reported inflation as a greater concern than three months ago. For service businesses, the figure is 74%. Whilst recruitment activity is holding up well, with 72% trying to recruit in Q2 23, rising labour costs are a significant concern, with three in four members reporting that labour costs are feeding into expectations to raise prices. Fewer manufacturers are reporting price pressures from raw material costs but this still remains high at 73% in Q2 23 (92% of manufacturers in Q2 22). Fewer firms are also reporting pressure from utility costs, particularly for manufacturers where 64% of businesses are reporting utility costs as a pressure to prices, down from 91% in Q2 22. Fuel cost pressures have also reduced considerably.
Interest rates are a growing concern in both sectors, with 40% of manufacturers and 48% of services reporting it as more of a concern than three months ago. The pace of energy cost inflation appears to be slowing although costs are still rising for most. In Q2 23, 80% of members said energy costs had risen, down from 90% in Q1 23.
In Q2 23 members were asked about the potential impact of the Windsor Framework on their business and the economy. The findings highlight that 44% of members are positive about the Windsor Framework’s potential impact on their business, while 56% feel positively about the impact on the economy. Only 4% are negative about the impact on their business. However, 1 in 5 are less sure in that 15% think it’s too early to say and 5% do not understand what the Windsor Framework means for their business.
In the past, Northern Ireland has typically
ranked among the bottom performing UK regions across most of the QES key indicators. However, in recent quarters its regional ranking has generally been more positive.
In Q2 23, Northern Ireland ranks in top 4 UK regions for 9 of the 11 key indicators for manufacturing. Its highest regional ranking is 2nd relating to investment intentions around plant and machinery. In services, Northern Ireland’s regional position continues to be relatively strong. Northern Ireland ranks as the top region for 4 of the 11 indicators, including employment activity in the last 3 months, investment intentions in both training and plant/machinery and confidence in turnover growth in the next 12 months.
“It is encouraging to see the stabilisation of business confidence in the first half of 2023, with a strong performance across so many indicators relative to other UK regions.”
Commenting on the survey findings, Suzanne Wylie, Chief Executive, NI Chamber, said: “The findings clearly demonstrate the resilience of business through a protracted period of challenges. It is encouraging to see the stabilisation of business confidence in the first half of 2023, with a strong performance across so many indicators relative to other UK regions albeit that there remain significant challenges to growth in both the NI and UK’s economies.
“However, the most alarming aspect of the findings this quarter is the perceived impact of Stormont’s fiscal problems on the economy and individual firms. It serves as a timely reminder that a sustainably funded, functioning Executive
is the missing piece in unlocking Northern Ireland’s potential and driving confidence and growth.”
Brian Murphy, Managing Partner, BDO NI, added: “Positive momentum and consistency are the order of the day and businesses across Northern Ireland are clearly demonstrating both. Considering the difficult conditions many organisations are operating in, achieving any degree of positive momentum really is remarkable and it shows that the business community is continuing to strive for sustainable economic growth.
“Confidence continues to grow, with 62% of companies positive that turnover will grow in the next 12 months, this is up
2% from Q1 2023 and more significantly up 15% on the last quarter of 2022, demonstrating real time progress. This is not to say that businesses are not under pressure, nor does it imply the challenges around recruitment, skills and costs have dissipated. What it does demonstrate is that businesses are learning to operate and grow whilst simultaneously dealing with a range of challenges.
“The local business community certainly does not rest on its laurels. Across the board, businesses have adapted and transformed their offering to meet the changing needs and demands of their market, identifying opportunities for investment and collaboration as they go.”
Positive momentum and consistency are the order of the day and businesses across Northern Ireland are clearly demonstrating both. Considering the difficult conditions many organisations are operating in, achieving such a degree of momentum over consecutive quarters is very encouraging.
Confidence has grown, with 62% of companies positive that turnover will grow in the next 12 months. This is up 2% from Q1 2023 and more significantly up 15% on the last quarter of 2022, demonstrating real time progress.
This is not to say that businesses are not under pressure, nor does it imply that challenges around recruitment, skills and costs have dissipated but what it does demonstrate is that businesses are learning to operate and grow whilst simultaneously dealing with the many pressures that come their way.
Another indicator of this momentum is the steady drop in the number of companies having significant difficulties with recruitment, down by 8% since the previous quarter. It is important that this continues to decrease into 2024 and for this decrease to be sustained, key barriers around the skills gap, competition for talent and the rising cost of living need to be addressed for the long term.
Rising labour costs continue to impact members, who as a result are expecting to raise prices. However, for the manufacturing industry this has dropped to 30% and within services, expectations to raise prices over the next three months fell yet again, with the balance now at its lowest since Q1 of 2021.
It is no surprise that inflation continues to dominate as a key concern for members, along with rising interest rates. Although we are starting to see some signs that inflation is turning, it will take time for this to be realised in terms of spending, production and employment.
While 4 in 5 businesses are trading well or reasonably in Q2, the availability of consumers’ discretionary spending is having an impact on the demand for goods and services. With around half of members seeing some level of slowdown in demand, this is one to watch. It certainly won’t be helped by the increased duty on alcohol that came into effect this month and which will likely put further pressure on operators to pass this cost on to customers.
The local business community certainly does not rest on its laurels. Across the board, businesses have adapted and transformed their offering to meet the changing needs and demands of their market, identifying opportunities for investment and collaboration as they go.
Members also acknowledge there is a real need for Northern Ireland PLC to generate additional revenue to support public spending, with suggestions including water charges, planning reform, lowering corporation tax, and promoting and selling the region’s unique trading position.
The growing momentum we have seen over recent quarters is no small achievement and the Northern Ireland business community should be congratulated for its efforts in overcoming difficult trending conditions and for striving ahead for economic growth and prosperity.
• Most key indicators are positive, meaning more firms are reporting increasing export sales, employment growth, confidence around turnover and profits and investment intentions than those reporting a fall.
• Confidence is growing, with 62% positive that turnover will grow in the next 12 months (60% Q1 and 47% Q4 22).
• Overall domestic performance has improved, with more businesses reporting increased domestic (UK) sales in the last 3 months (35%) compared to those reporting a fall (23%).
• Export performance also continues to improve, with 33% reporting improving order books for the next 3 months compared to 26% reporting a fall.
• Recruitment activity is holding up well with 72% trying to recruit (74% Q1). The % of members experiencing recruitment difficulties has fallen to 79% from 87% in Q1 23.
• Expectations to raise prices continue to ease. 46% of members expect to raise prices in Q2 23, down from 60% in Q1 23 and 75% in Q4 22.
• Inflation continues to dominate as a key concern.
4 in 5
(81%) are still trading well or reasonably, with 1 in 5 just covering costs or struggling.
More than half of members are seeing a slowdown in demand (53%) although this has eased from Q4 2022 when it rose to 64%
Trade 44% 1 in 5
of members are positive about the Windsor Framework’s potential impact on their business.
think it’s too early to say or do not understand what the Windsor Framework means for their business.
• In manufacturing, only 1 key balance is negative in Q2 23 (3 in Q1 23), domestic (UK) orders for the next 3 months. With this exception, NI performs above the UK average across all key indicators and is in the top tier of UK regions for all other indicators
74% 1 in 3 are particularly concerned about the impact on their business.
of members are very concerned about the impact of public spending cuts on the Northern Ireland economy.
The pace of energy cost inflation appears to be slowing, although costs are still rising for most.
• The service sector is particularly confident around turnover growth in the next 12 months with a balance of +53% expecting turnover growth, ranking NI highest across UK regions.
80% 11%
61%
In Q2 23, 80% of members said energy costs had risen, down from 90% in Q1 23.
The majority (61%) saw increases of up to 30%.
of members have seen a reduction in energy costs this quarter and 10% no change.
As she settles into her new role as Chief Executive of NI Chamber, Suzanne Wylie speaks to Ambition magazine about her plans, priorities and projections for the business organisation and its members.
“I could not be happier to take up this role back home in Northern Ireland and can honestly say that this is my dream job,” she begins.
“It’s been just over a month and already, I have been made to feel very welcome by all who are part of or connected with NI Chamber.”
Suzanne brings a wealth of local and international leadership experience to the position. A former Chief Executive of Belfast City Council, this new appointment sees her return to Northern Ireland after a period as CEO to the Government of Jersey.
Now, she is at the helm of a long-established business membership organisation which celebrates its 240th anniversary this year.
“NI Chamber is an incredibly strong and valued organisation, with a highly regarded team, growing membership and a vision to create opportunity for Northern Ireland business and drive growth and prosperity of the economy, which in my view is absolutely spot on.
“I am really looking forward to building on those foundations and making sure that we far surpass our members’ expectations when it comes to what we provide by way of support services, profile building, opportunities to do more business and access to decision makers or new market opportunities.
“The Chamber has a phenomenal reputation and is a trusted private sector voice. As the new Chief Executive, I am really excited about increasing its reach and the value it adds to both established and emerging businesses.”
The new Chief Executive has wasted no time and has already been travelling the highways, by-ways and indeed cycle lanes of Northern Ireland, meeting member businesses in all sectors of the economy.
“I have valued getting out on the road to Enniskillen, Derry~Londonderry, Antrim, Belfast, Magherafelt and Portadown to name a few. It’s been great to see for myself the focus on innovation and growth, even in challenging times.
“For example, at Encirc I saw how robotics can improve health and safety and in Balcas, the ways carbon reduction has driven the manufacturing company to power its own plant.
“I was also incredibly impressed with the investment in biodiversity I saw at the nature reserve in Henry Brothers and am enthused by the plans of our energy companies to invest in a greener future. Likewise, the constant quest to find diagnostic solutions in our healthcare world and the agility of the banking sector to support investment has been great to witness.
“Not surprisingly, at almost every interaction, I have also heard about the need for access to skills and to have the Executive restored – that remains an immediate priority for us and our members. I’ve also heard lots about the impact of increased costs and the challenges presented by productivity, infrastructure deficits and carbon reduction targets. As a Chamber, we’re working hard in all these areas; distilling the asks, bring a coherent voice to decision makers and crucially, presenting solutions.
“Encouragingly, the other common thread has been a real solutionsbased mentality. So many of our members are interested in working beyond the boundaries of their business, supporting other businesses, the overall economy, society and the environment.”
A well-known figure in business circles, Suzanne champions the power of networking.
“I am a firm believer in the importance and value of networks – the opportunity to reconnect with a network of people in Northern Ireland is one
of the reasons I was so excited by this job opportunity in the first place.
“So I cannot over emphasise the importance of NI Chamber’s network and the access it facilitates for our members. Being part of it not only helps create business alliances, but also helps businesspeople to learn from each other, develop a single voice on issues and also enjoy the world of work even more.
“It’s been really encouraging for me to see this network at work already. I had the pleasure of attending the most recent Regional Networking event in Limavady. That was a brilliant learning opportunity on social media for everyone in the room, including me and the buzz at the business networking session was incredible. I’m definitely looking forward to experiencing more of that now that our calendar of events for the second half of the year has kicked-off.
“Taking time to identify opportunities to work with new people and businesses is incredibly important, because collaboration is the name of the game for ensuring that individual businesses grow and develop robust supply chains. It is also vitally important for business and the public sector to achieve their collective goals around increasing productivity and creating economic vibrancy. The Public Sector may come up with the economic policies and programmes, but they can only be effective with the input of businesses. One of the Chamber’s roles is to help fuel that collaboration.”
NI Chamber’s most recent Quarterly Economic Survey indicated that business confidence in terms of turnover improved during the second quarter of the year. Trading performance was largely positive and the region’s overall domestic performance improved. According to Suzanne, that remains broadly reflective of sentiment on the ground.
“This desire to ‘get on with it’ and a confidence in increased turn-over was expressed by the majority of businesses who responded to our Quarterly Economic Survey, with manufacturing being particularly optimistic. It was great to see that level of positivity coming through, even in very challenging times. That was very much the sentiment that I experienced as I visited businesses
in my first few weeks - up-beat but realistic, particularly given the impact of inflation. Of course, I appreciate that some sectors are finding it tougher, but there is something to be said for building momentum on the back of this positive outlook.”
Suzanne and NI Chamber have a very clear mission and vision and as a result, the new CEO’s priorities are already well established.
“As an organisation, NI Chamber’s priorities are synonymous with the priorities of business. Of course, the Board and I want to grow membership, deepen relationships and drive value to our members, but also help shape the future landscape for increased trade, innovation, skilled labour supply and some game changing opportunities that make NI stand out as a place to grow and invest. Ultimately, every member should feel that membership of the Chamber is more than worth it for their growth and that of NI plc.”
“We have played a pivotal role in the Business Brexit Working Group and will continue to develop and promote the distinct advantages of doing business here. The focus on investment in this quarter is very much welcome and at NI Chamber, we will play our part in driving innovation and growth, both as part of, and subsequent to, the Investment Conference.
“As a Chamber which is striving to demonstrate tangible value to its members, I am keen to make sure that we place real focus on driving impact on both the skills/labour challenges, solutions to the future of energy provision, unlocking innovation, working collaboratively and thinking locally and globally.”
“I believe that there are many opportunities for growth in Northern Ireland in lots of sectors, whether that is advanced manufacturing, materials handling, agrifood or the growth of Fintech, Medtech and creative industries.
“We still have a significant way to go when it comes to exports and the scaling of many of our micro-businesses and SMEs. To realise maximum growth potential, I firmly believe that we need a coherent business voice, more support for innovation, effective collaboration and the ability to capitalise on our distinct advantages.
“Along with the Board and team at NI Chamber, I am really looking forward to taking that challenge head-on and working in close partnership with members to create the next step change that the NI economy needs.”
“I have valued getting out on the road to Enniskillen, Derry~Londonderry, Antrim, Belfast, Magherafelt and Portadown to name a few. It’s been great to see for myself the focus on innovation and growth, even in challenging times.”NI Chamber of Commerce President, Cathal Geoghegan and CEO Suzanne Wylie.
This year, Action Renewables celebrates its 20th year in business. It has come a long way since its inception.
In contrast to today, when Action Renewables was founded 2003, relatively little was known about either climate change or renewable energy.
The origins of Action Renewables can be traced back to the fact that the UK was one of 15 Member States of the European Union, with a legally binding emission reduction commitment under the Kyoto Protocol, which was adopted in 1997 and came into force in 2005.
Conceived as an idea by the then Department of Enterprise Trade and Investment (DETI) and co-funded by both DETI and NIE Supply, its purpose was twofold; carry out research to establish renewable energy potential in Northern Ireland and on the potential for reducing carbon emissions, as well as raise awareness on the matter of climate change in Northern Ireland.
In 2000, just 2.8% of the total electricity generated in NI was from renewable sources. At that time, the impact of climate change was clearly visible. More than 20,000 people died after a record-breaking heatwave left Europe sweltering. The period of extreme heat was thought to be the warmest for up to 500 years, and many European countries experienced their highest temperatures.
In 2023, more than 50% of our electricity is generated from renewable sources and Action Renewables has played a key part in helping to achieve that shift. But parallels with events in 2003 are striking, as a similar situation has just been witnessed across Europe –a clear indication that action to reduce the effects of climate change is needed urgently.
That’s what makes Action Renewables’ vision to ‘support a world which recognises the climate emergency and will take measures to prevent and mitigate against those impacts, through using renewable energy, energy efficiency, renewable transport and renewable products’ so timely and important.
The charity is governed by a board of trustees who agree a strategy every year and ensure good and sound governance. Coming from a wide range of backgrounds, the trustees are at the heart of what the charity does. They are passionate about the vision and the lasting contribution Action Renewables can make. They currently employ 26 members of staff and have recently announced a new fully funded scholarship programme with Ulster University for the Energy Storage MSc course.
Energy accounts for approximately two
thirds of all greenhouse gas emissions in Northern Ireland and heat accounts for approximately half of Northern Ireland’s total energy consumption. From a charitable point of view, raising awareness about climate change, encouraging and supporting renewable energy and focusing on what needs to be done to help deliver decarbonisation remain the central focus of what the charity does.
Income from its main trading arm, ‘Action Renewables Energy Trading Ltd’, supports charitable activities and it is through the support of clients and customers that many projects are delivered to fight against the threat of climate change.
Two such global projects are ‘Children of the Nations’ and Mulanje Mission Hospital in Malawi. In April 2023, two members of the Action Renewables team visited these projects to see first-hand the impact the support provided in the form of funding for photovoltaic solar solutions and battery storage. More locally, Action Renewables has supported 20 nonprofit organisations in the past year with photovoltaic solar solutions resulting in the generation of their own renewable energy and the benefit of a reduced energy tariff.
With over 7,000 customers exporting renewable energy to the grid through its microgeneration team, Action Renewables has come a long way over two decades. Technology has developed further and with that, there has been an increase in training and renewable specific learning to match the demand for latest technologies. Developments in wind turbines, grid connectivity and the challenges of planning and OFGEM accreditation are a constant that Action Renewables and other representative bodies are working on. As a result, Action Renewables recently commissioned KPMG to write a report on the renewable gas sector in Northern Ireland which provided an insight into the challenges Northern Ireland faces, as well as the opportunities which exist through supporting the transition to a net zero society.
Terry Waugh, chief executive officer, says, “Our ambition has remained the same from the outset – to mitigate against the effects of climate change within Northern Ireland, and to support charitable projects with renewable energy solutions and technologies both locally and globally. We also know that the industry has a long way to go, and we want to partner with others to make it happen.”
“Technology has developed further and with that, there has been an increase in training and renewable specific learning to match the demand for latest technologies. Developments in wind turbines, grid connectivity and the challenges of planning and OFGEM accreditation are a constant that Action Renewables and other representative bodies are working on.”Terry Waugh, CEO Action Renewables.
Richard Cheevers, director of WorkSpace, talks to Emma Deighan about the two-year journey of the subdivision of McLaughlin & Harvey and how it has made its mark on the commercial landscape.
In 2021 McLaughlin & Harvey launched a new fit-out-led division that would be known as WorkSpace. It was created to provide a dedicated provision for projects outside the scope and scale of those traditionally associated with McLaughlin & Harvey – the 170-year-old building and civil engineering giant.
Led by Director Richard Cheevers, WorkSpace offers its clients a range of services spanning build, fit-out, facilities management, bespoke joinery, and commercial furniture under one composite brand.
Since its inception, it has had a profound impact on many of its clients’ spaces.
Richard reflects, “The rebranding exercise was about bringing the subdivisions I looked after together as one entity, and it’s been very successful. The new messaging makes it much easier to tell the story of WorkSpace.”
Among its key clients, WorkSpace counts ITV and Charles Hurst, the latter a long-standing partner with nearly 20 showroom fit-outs undertaken over the years.
“We completed Charles Hurst’s Ferrari showroom and we’re about to hand over a fantastic warehouse facility for them,” Richard continues.
“ITN London is another notable client we started working with last year, and we created a new studio space for them, at 200 Grays Inn Road London, in the iconic Norman Foster-designed building.
“At Translink Lanyon Place we created a space for the operation team to manage the train movements; in what are just a few of our recent headline projects.
“Looking ahead we’ve another large showroom for Charles Hurst in the pipeline: transforming a Vauxhall garage into a space for the Cupra brand.
“Beyond that, we have expanded our relationship with Ulster Bank and have successfully undertaken works for NatWest across Northern Ireland, Scotland, and the North of England. Some recent projects have included a refresh of their branding to adopt the new NatWest purple across their NI branches, including their NI head office at Donegall Square in Belfast, alongside the stripping-out of 83 branches.”
Fit-outs make up just one element of a trifold offering at WorkSpace, with facilities management and furniture making the other services.
“In furniture projects, we’ve worked with Coventry University, Woodland View School (for East Dunbartonshire), as well as a leisure facility in Scotland.
“In terms of facilities management, we look after all of M&S’ stores on the island of Ireland and the Isle of Man, and we also work for Next, Waterstones and the Lyric Theatre, to name a few.”
“Two new clients we have recently secured for the division include Greggs, with its growing bakery footprint in Northern Ireland, and Pobal, an EU funding organisation in the South.”
Richard attributes the award of these high-profile clients to the enhanced abilities of the growing facilities management team.
He says the nature of WorkSpace’s operations often sees it perform under pressure in live environments, a service it has excelled in, thanks to its “pragmatic approach”.
“Planning starts well before going to site. There is collaboration and planning to ensure we understand the constraints of the client. We programme our work to suit their needs; that could be phased work, out-of-hours etc. Every job is different.
“For example, with Charles Hurst’s Ferrari showroom, we provided a temporary relocation of site users to
the neighbouring Maserati showroom installing proper segregation for safety.
“We make informed decisions, and we achieve successful delivery. Customer satisfaction leads to repeat business which is key to our growth and business model.”
When many others were waiting for the pandemic to pass, WorkSpace was expanding its division.
Richard says adaptability has become a hallmark of WorkSpace’s success. Supply, resource, and material issues are now always factored into risk mitigation strategies.
Recalling one of his most challenging projects to date he says High Street Methodist Church in Lurgan is a prime example.
“The church, a listed building from 1826, presented some unique challenges. An initial investigation uncovered a need for replastering and refilling voids in the floor. We found solutions that would avoid excavation,” he says, and the team reused timber bolstering the building’s sustainability credentials.
This innovative approach allowed WorkSpace to preserve the church’s heritage while delivering the client’s modern vision.
One of the overriding priorities of WorkSpace’s clients is sustainability.
Richard continues, “It’s one of the first questions a client will ask. It used to be the second, but it’s much more valued today.
“On every site, we have a sustainability champion. Their role is to promote sustainable procurement, the employment of local suppliers and subcontractors where possible.”
WorkSpace’s commitment to sustainability extends beyond individual projects. It collaborates with the multidepartmental teams within McLaughlin & Harvey, leveraging the responsible business team to track and drive social value and impact.
Additionally, it strives to recycle
materials whenever possible, such as the reuse of timber in the High Street Methodist Church refurbishment.
“Early engagement is key with clients,” Richard emphasises, revealing its project strategy of pre-let meetings with all key stakeholders to align goals, as well as a host of technical software for up-to-date communication.
“That provides a common data environment for document control and sharing and ensures that everyone works off the latest drawings and accesses information from a centralised portal,” he reflects.
He also points out that WorkSpace employs a scope system to onboard, manage, and communicate with subcontractors, ensuring they possess the necessary competency, financial stability, and delivery capabilities.
Looking ahead, he says the firm will continue on an upward ascent with growth and innovation and adapting to new construction trends a focus.
“We are also celebrating McLaughlin & Harvey’s 170th year with that enduring presence in the industry.
“And to continue that reputation, we will continue to offer personal and professional development, fostering growth and knowledge in our team members.”
There are in the region of 100 team members who work specifically for WorkSpace. The division also harnesses manpower and expertise from the 800-strong wider group.
“We will be adapting continually to ensure we remain one of the leaders in the UK in what we do and lead in sustainability practices within the industry as we focus on our own Net Zero ambitions with an in-house team dedicating their time to that.
“We will also partner with specialists to bridge gaps and continue in the vein of a dynamic and forward-thinking leader that continues to make an impact in years to come,” he concludes.
As organisations across the globe realise the opportunities of digital transformation, Grant Thornton’s expanding technology strategy and advisory team in Belfast is connecting local businesses to a world of opportunities.
Businesses and governments across the world are harnessing technology and data at a rate never seen before in a bid to drive better business outcomes – and yet Northern Ireland has, in some respects, been behind the curve.
It is an issue Trevor Dunne, head of Grant Thornton’s technology consultancy in Ireland, was acutely aware of when he joined in 2020 to set up the practice.
“There is no doubt that too many organisations, both in the private and public sectors, in Northern Ireland are held back by complexity and obsolescence. There remains a large gap between the aspirations of the business leaders and
the capabilities available to them,” he said.
“We’re thinking here about business capabilities and structures, but also the technology components – they are often out of date and don’t work well together. The data the business needs is stuck in inaccessible siloes.
“A huge part of that I think is down to a lack of access to locally based, market facing expertise on technology-driven digital transformation, however.
“At Grant Thornton, that is something that we are passionate about changing.
“Firmly established across the island, we are now working with increasing numbers of Northern Ireland organisations coming
to us seeking solutions that are grounded in technology and can drive real change.”
As demand for Grant Thornton’s technology offering grows, Dave Vincent has been appointed as its consultancy lead in Northern Ireland.
He joins the firm following more than 25 years advising and supporting organisations across the public and private sectors to deliver major transformation programmes and digital projects.
Dave said:
“We often talk about how all-pervasive technology is in our world, not just personally but also as businesses and organisations. It isn’t just something there
to make our lives easier. It’s about harnessing digital tools and ways of thinking across organisations to break down silos, helping work to flow and creating policies, programmes and processes that effect real positive change.
“Previously, organisations may have been limited to seeking specialist expertise from overseas for this but what we are building at Grant Thornton is a team in Northern Ireland, led from Northern Ireland and focused on the Northern Ireland market.”
The capability that the team is building in technology, combining deep business and industry insight with digital innovation is aligned with Grant Thornton’s wider ethos, focused on building better business outcomes that take real cognisance of the needs of clients.
Dave added:
“What attracted me to Grant Thornton was how differently they approach the market. Often what we see is that it’s a case of jumping straight to selling technology, an off-the-shelf platform or a device, that doesn’t even scratch the surface.
“I wanted to combine my own passion for this place, my experience and strong views on local market place provision to build a local team that is fiercely focused on our customers’ business challenges, standing alongside them as we work backwards from the problem or desired outcome.
“So for us, it’s about helping our clients understand what they can do with technology that is effectively going to save them money, leverage new ways of working and unlock data to support better decision making and ultimately drive new efficiencies.”
The solutions available to organisations are growing at a seemingly endless rate, such is the pace of change and development in the technology sector.
Dave said:
“From Belfast I can leverage the knowledge of a global firm with a very
strong bank of experience and knowledge across Ireland and the UK, but with a firm that cares deeply about its reputation in the local market. We are committed to giving bias-free advice, taking our clients on the journey from early strategy through to delivery.
“We work with organisations to identify what they actually need, gain an understanding of what they are trying to achieve, the skills and capabilities they need to develop or source and identify how we can use technology to help them get there faster.
“We are already working with clients on cloud migration, data strategies and analytics, artificial intelligence, ERP (enterprise resource planning) implementation and IT strategies.
“Looking ahead, we are seeing a steady increase in demand from significant public sector organisations and right across our existing private sector customer base.”
The rapid expansion of the technology department in Northern Ireland reflects sustained growth across all service lines at Grant Thornton which has experienced an exponential increase in revenues and staff numbers in recent years.
Grant Thornton Northern Ireland Manager Partner Richard Gillan added:
“The addition of the Technology
Strategy and Advisory practice has significantly enhanced Grant Thornton’s offering over recent years. The growth of our Belfast-based team illustrates a marked rise in demand from locally based organisations for a local partner to deliver digital solutions that truly meet their needs.
“What Trevor, Dave and the rest of the team are building is an offering that can be benchmarked against global capabilities, centred in Northern Ireland and ably supported by the wider Grant Thornton network in Dublin, Great Britain and globally.
“It perfectly complements what we are already doing, providing first-class business advice to clients across the full spectrum of the Northern Ireland economy.
“The growth we have experienced is underpinned by our people – our greatest asset and most important investment – and by our focus on adding new specialisms, such as the Technology team, in response to the needs of clients.
“Our focus has always been to place clients’ needs at the centre and we’ll continue to add new service lines to stay ahead of clients’ needs in the months and years ahead.”
“A huge part of that I think is down to a lack of access to locally based, market facing expertise on technology-driven digital transformation, however. At Grant Thornton, that is something that we are passionate about changing.”
There are several definitions of a ‘green economy’ – the United Nations describe it as a “low carbon, resource efficient, and socially inclusive economy”; the European Environment Agency defines it as “one which generates increasing prosperity while maintaining the natural systems that sustain us”. Regardless of its official definition, the green economy places sustainability at the core of economic development and is a global megatrend that offers a wealth of business opportunities.
In simple terms, a green economy delivers products or services that drive decarbonisation, resource circularity, and energy efficiency. Its impacts can be felt across the entire supply chain, it influences trends in end-customer usage and ultimately contributes to the achievement of green targets around the world.
On a global scale, the green economy presents clear commercial opportunities; Oxford Economics projects new green activities could create $10.3 trillion in global GDP by 2050 and the International Labour Organisation (ILO) has indicated that a shift to a greener economy could create 24 million new jobs globally by 2030.
Rachel leads Invest NI’s Green Economy Development Team, which is made up of experts with experience in trade, cluster development and collaboration, renewables, cleantech and business development. She says, “We recognise the potential offered by the green economy and are committed to empowering local businesses to capitalise on cross-sectoral
business opportunities, driving growth in new and emerging markets, and generating green jobs.”
“With our excellent advanced manufacturing and engineering capabilities, world-leading academia and a strong innovation, research and development focus, Northern Ireland is well positioned to take advantage of emerging green opportunities, one of which is low-carbon retrofit.”
Rachel continues, “This part of the green economy has proved very fruitful for some of our local businesses, with companies such as Renewable Energy Devices and Alternative Heat winning substantial contracts for their net-zero enabling heating solutions both at home and in international markets.”
“Low-carbon retrofitting offers a route to Net Zero by introducing products and services to reduce the carbon burden of existing buildings, while also improving the quality of those buildings.” And, despite boasting some success, the Green Economy Development Team are confident that Northern Ireland has many more local businesses with the potential to enter the ring; this is one of the reasons Invest NI has decided to sponsor the Housing and Buildings category at the upcoming All-Ireland Sustainability Awards.
“Rachel also highlights that in addition to achieving sales, the low-carbon retrofitting market offers economic benefits that are three-pronged.”
“Yes, local companies with the technology, skills, and ambition to provide low-carbon retrofitting services will win business, but local businesses can also
benefit from low-carbon retrofitting of their buildings and operations. We offer support to help businesses implement resource efficiency capital projects and we fund the production Technical Consultancy and Sustainability Reports which help identify where technologies could be used to generate savings. “These supports can provide the impetus for local businesses to transition to net zero.”
“Additionally, when competing for foreign direct investment, our ability to cite multiple companies that have the skills and capacity to develop and implement low-carbon power solutions in new buildings, or by retrofitting existing real estate, provides Northern Ireland with a distinct competitive advantage.”
Ensuring the benefits of the green economy are felt by all is paramount for Invest NI. Rachel says, “Inclusivity is extremely high on our agenda; therefore, a big part of our work is about making sure that the green economy is not perceived as something that only tech or science sectors can benefit from; the trickle-down benefits are for all sectors. So, our aim is that through our work with the All-Ireland Sustainability Awards and our sponsorship of the Housing and Buildings category, we will raise awareness of the opportunities for businesses from all sectors, including construction, manufacturing, and their supply chains.”
The Green Economy Development Team are keen to work with local businesses to ensure prosperity for all in Northern Ireland. Visit investni.com/greenbusiness or contact us by calling 0800 181 4422.
Rachel Sankannawar from Invest Northern Ireland discusses the once-in-a-generation opportunity presented by the green economy.
The company responsible for delivering one of the largest energy infrastructure projects in decades, commonly referred to as ‘Gas to the West’, has announced a significant rebrand to align with a pivotal announcement that marks the start of an endeavour that could potentially decarbonise the entire gas network in the west of Northern Ireland.
Evolve, an IGEM company, has built 287km of mains since 2015 in the west of Northern Ireland across counties Derry/Londonderry, Fermanagh and Tyrone. The company is focused on offering an alternative, more efficient energy choice to consumers.
The utility company has witnessed steady and sustained growth in the network area, achieving a penetration rate in the domestic market of circa 18% within its first year and successfully converted four of the largest commercial users in the network, including the largest commercial user in Northern Ireland, within four weeks of the infrastructure becoming live.
The company is now taking innovation a step further by becoming the first distribution network operator in Northern Ireland to inject biomethane directly into its grid.
In an era characterised by increasing environmental concerns and the pressing need for sustainable energy solutions, the injection of biomethane into the Northern Ireland gas grid at Dungannon in October 2023 stands as a ground-breaking milestone. Evolve is spearheading its transformative journey for the energy industry in Northern Ireland.
David Butler, director at Evolve, explains the rebrand: “As we embark on this remarkable journey, our company proudly embraces a new identity which reflects our wider aspirations for delivering on behalf of customers in the west of Northern Ireland. SGN Natural Gas as a brand has played a crucial role for delivering key project milestones since our inception, but as we continue focusing on the gradual implementation of green energy into our network, the time has come to realign our brand with our wider aspirations.
“Our new brand, Evolve, is rooted in values that mirror the evolving priorities of a world in flux. Our commitment to working sustainably, prioritising people’s well-being, fostering continuous innovation and educating all stakeholders underpins our role as leaders in this transformative endeavour. This rebranding reflects not only our dedication to progress but also our unwavering responsibility to the communities we serve.”
The injection of biomethane into the grid is a pivotal moment – a firstof-its-kind initiative for Northern Ireland. Biomethane, a renewable and sustainable energy source, has gained significant attention in recent years due to its potential to reduce greenhouse gas emissions and promote energy independence in the region.
The integration of renewable and sustainable energy sources into existing gas grids is crucial for reducing greenhouse gas emissions and achieving energy transition goals for the region.
Northern Ireland’s gas grid is an extensive network of pipelines and distribution infrastructure that supplies gas to residential, commercial and industrial consumers.
The infrastructure in Northern Ireland has been developed and expanded over the years to meet growing energy demands. The existing pipeline network is designed to accommodate various gas sources and maintain consistent gas pressure and supply reliability.
The network in Northern Ireland is made from polyethylene (PE) pipework. This is one of the benefits of the network being amongst the newest in Europe, in that it already possesses the perfect material for future fuels. PE pipework is well known for its exceptional strength and durability. It is highly chemically resistant and exhibits excellent longterm resistance to corrosion, making it an ideal choice for transporting biomethane. As biomethane is primarily composed of methane, it has similar chemical properties to natural gas. This compatibility ensures the long-
term integrity and reliability of the gas distribution system.
However, it is essential to recognise that while this innovation is a significant step, it is not a ‘silver bullet’ solution that can single-handedly decarbonise the entirety of Northern Ireland’s energy sector, nor is the company claiming as such. Instead, Evolve believes this milestone announcement will serve as a beacon of possibility, encouraging others to embrace a comprehensive and multifaceted approach to energy transition.
The director of Evolve added: “As we move forward, we emphasise the critical importance of strategic collaboration across all facets of the energy industry. A just transition demands cooperation, partnership and coordinated efforts from government bodies, businesses, researchers, customers and communities. By uniting our collective expertise and resources, we can navigate the complex challenges ahead, ensuring that no one is left behind in the pursuit of a sustainable and equitable future. This is not a token connection; it is just the start of a journey to fully decarbonise our entire network.”
David believes that the next step will require ambition from government by showing a will to align with the rest of Europe and implement a green gas subsidy scheme. The primary objectives of a green gas subsidy are to promote renewable energy, enhance energy security, support the economy and foster an energy transition.
“This is an area where Northern Ireland seemingly lags significantly behind the rest of Europe and will be critical to address if we are serious about adopting all the methods at our disposal to reduce carbon emissions in the region.
“Compounding the urgency is Northern Ireland’s unique economic composition. With one of the highest dependencies on agricultural activity for its economic sustenance on the entire continent, the region is intricately tied to the vitality of its agricultural sector. We must collectively move forward; as a company we have now put the marker down on what can potentially be achieved in the west of Northern Ireland, and the next stage will test the resolve of others to ‘evolve’ as quickly.”
“Our commitment to working sustainability, prioritising people’s well-being, fostering continuous innovation and educating all stakeholders underpins our role as leaders in this transformative endeavour.”
Beth Hart, vice president of supply chain at McDonald’s, and Gráinne Allen, senior director of menu innovation, explain the importance of the Northern Ireland supply base to the business’s success.
To say that McDonald’s is a familiar name in Northern Ireland is something of an understatement.
The brand operates 34 restaurants across the province through its seven local franchisees and is a significant local employer, with a headcount topping more than 3,500.
There can be little doubt the restaurants make an impressive and highly visible contribution to Northern Ireland, but what is perhaps less well known is the extent to which this Fortune 500 company relies on our suppliers.
Of the £100 million McDonald’s contributes to the economy here every year, £26 million of that is spent with local suppliers, a level which continues to grow year on year. As you would expect, much of that consists of beef, eggs and milk from local farmers and processors, the products which go to make up the iconic McDonald’s products that we know and love. Dawn Meats supplies beef,
Moy Park supplies chicken while Kerry Group supplies cheese and milk, alongside blended ice and milkshake products.
Away from the menu, there is also a significant contribution from Northern Ireland suppliers in the form of the lesser trumpeted but nonetheless essential nonfood products such as cup carriers, straws, fries boxes and burger “clam shells” which are produced at Huhtamaki’s Lurgan and Belfast sites.
It is testament to the trust McDonald’s has in its Northern Ireland suppliers that each and every processer supplies far beyond the domestic consumption needs of its Northern Ireland restaurants. Products from these shores go to the far corners of the UK and Ireland and beyond proving the province punches above its weight as a vital part of the much lauded three-legged stool, according to Beth Hart, vice president of supply chain at McDonald’s.
“The McDonald’s three-legged stool is at the very core of our business,” she said. “One leg is the McDonald’s business, one is the supplier, and the other is the franchisee.
“Suppliers are an incredibly important part of the stool. Northern Ireland-based companies like Moy Park, Huhtamaki and Kerry Group are central to our UK and Ireland business, and we are proud to showcase them to McDonald’s Global team.”
That confidence in Northern Ireland suppliers is centred around trust, Beth said.
“As a business, we are passionate about where our food comes from and we celebrate our commitment to our Northern Ireland suppliers, who play a key role in producing some of our most iconic menu items and building trust in the quality and provenance of McDonald’s food.”
Beth has more reason than most to understand the commitment of Northern Ireland’s suppliers given she hails from Lurgan and has worked at the highest level of the industry.
Were it not enough to have one local champion at the top of one of the world’s most respected restaurant businesses, McDonald’s – which is consistently pushing boundaries – has two.
Beth’s path is mirrored by McDonald’s Senior Director for Menu Innovation Gráinne Allen, who hails from South Derry and sits in the senior position in the McDonald’s Global business, proof
the company can rely on the province for a supply of senior leadership as well as produce.
In her role, Gráinne focuses on innovation in the restaurant’s food offering – one which, while anchored by a number of stalwart products, is constantly evolving. Like Beth, she holds the restless thirst for invention amongst the Northern Ireland supply base dearly and works closely with them to build out and develop the menu.
“I am proud to be from Northern Ireland and have always been an ardent champion of the province’s produce,” she said. “After three decades working in the food industry across innovation and strategy, best practice and management, I have consistently been struck by how Northern Ireland producers and suppliers are leading the way in terms of the quality and taste of our produce.
“They embrace change and work closely with us to push the boundaries on what is possible when it comes to everything from taste to scale to sustainability. Our supplier partners don’t shy from challenge and often push us to think outside the box.”
Sustainability has been a particular focus in recent years with the launch of McDonald’s Plan for Change, which sets out a roadmap for the business to achieve net zero across its entire business and value chain by 2040. A large part of that
process involves sustainable sourcing, something the company has been doing for over 20 years and which has now stepped up a gear with Northern Ireland producers through the likes of the Farm Forward programme, the Sustainable Beef Network, the Sustainable Dairy Investment Fund and other projects.
One innovation in the supplier base of note in recent times comes from Huhtamaki. Offcuts from the production of McDonald’s fries boxes and burger boxes at its Belfast plant had previously been sent to landfill but are now used at its Lurgan facility to make cup holders, saving carbon and contributing to the circular economy within the McDonald’s supply chain.
In addition, quality and consistency of supply are also areas where Northern Ireland suppliers score highly, two factors which McDonald’s prizes.
It is these attributes and the many others which make the region’s suppliers stand out from a very crowded market and which has rubber stamped the business’s commitment to sourcing from the province, now and in the future.
“This is real food, from real local farmers and producers, produced to an exceptionally high standard, just around the corner,” Beth said. “Northern Ireland suppliers are a vital component of our three-legged stool and we will continue to support them to the hilt.”
As we head towards the end of 2023, I am struck by the number of clients I am currently working with who are having ‘difficult’ conversations with team members about their performance. Organisations today are really focused on performing at their very best at every level and there is no room for people who do not add value or deliver as expected.
Building a high-performance team is one of the toughest challenges many organisations and leaders face because it requires the soft skills of management. It is team performance that conveys the ultimate competitive advantage –an advantage that can make a huge difference to organisations. So, how can you create a culture of high performance, recognise the strengths and remedy the weaknesses in your own teams?
Follow the leader
I’ve recently qualified as a practitioner for a tool called Motivational Mapping and I’ve been using it with the CEOs I coach and mentor. Focus, energy and success at work are partly determined by whether or not your core ‘Motivations’ are being met. There is a large correlation between a high motivation score and your ability to show up daily as the best version of yourself. These Motivations are not a conscious decision, but emerge from your self-concept, beliefs, expectations and personality. As with our purpose in life, we do not ‘invent’ Motivations; instead, we detect them. They lie deep within and we are hard wired to unconsciously go with the grain of our Motivations. Culture or ‘the way we do things around here’ is very much driven by how the leader behaves. It follows then that the culture and approach to building high-performance teams is a game of Follow the Leader. High performance needs to be primed.
Performance management is too often about dealing with poor performance, when it should really be about stimulating and inspiring people. A high-performance team needs vision and direction – and it’s up to the leader to set that direction, providing clarity for the team about what it is trying to achieve. If your team is struggling with this, the first thing to do is ask yourself: ‘Do my people really know what is expected of them and have I created clarity, the culture and the environment to help them succeed?’ And secondly, ‘have I role modelled the behaviours and values that we aspire to as an organisation?’ People follow your lead when it comes to behaviours and actions.
Listen to understand
If you ask people along the horizontal axis at senior level of an organisation, ‘How good is communication across the organisation?’ they will usually say ‘Actually, that’s one thing we do quite well’. However, if you ask the people along the vertical, the response will generally be: ‘That’s the one thing the company is really bad at’. The reason for this frequent disconnect is that the people on the horizontal define communications as keeping people informed – leaders default to ‘telling’. In contrast, the people on the vertical believe communication is having a conversation, and that is two-way. Effective leaders listen first, to earn the right to be heard. One other common problem is that all too often, communication between leaders and their teams centres exclusively on the What, How and When and sadly omits the Why. While it is not important for everyone to agree on all of these elements, people must understand the rationale behind decisions, so the Why is very important.
Catch them doing it right and tell them when it’s not While leaders need to focus on communicating the strategic direction and the priorities for the business, we can at times forget to recognise individuals and sadly, too often we only hear what we are doing wrong. Highperforming teams celebrate successes big and small and the ‘please’, the ‘thank you’ and the ‘well done’ go a long way. The absence of these causes a motivational dip. High performers want to be given feedback and when they’ve not performed at their best, they also want to know. Don’t dodge the hard conversations and praise often too.
Leave space for initiative and ownership In high-performing teams, people take ownership and accountability. And they do this because the leaders let go, and leave space for initiative. Unfortunately, most teams are overmanaged and under led. In fact, you need to leave space for people to take ownership of ideas. When Sir Clive Woodward was leading the England rugby team, he encouraged the team to develop its own ‘Teamship’ rules to do with punctuality, dress, etc. Because the team designed the rules, they owned them, monitored them and complied with them. Consider ways that your teams can incorporate member-led rules, initiatives and targets.
As we head towards the end of 2023, hopefully you have given praise and rewarded when things are done well. Ultimately the team performance is your responsibility and great leaders have hard conversations and demonstrate tough love. You must not dodge the awkward conversations or tolerate underperformance or poor behaviour. Your team expect it of you. What are you tolerating?
The enterprise transformation specialist has picked up a prestigious Global Partner of the Year Award from Microsoft for its work with the UK’s National Highways to improve safety across the road network across England.
As a marker of excellence in the enterprise transformation sector, there can be few better stamps of approval than a Global Partner of the Year Award from Microsoft.
The award winners were selected from a global field of over 4,200 entrants to highlight partners which the tech giant considers the best of the best. They are picked for their commitment to customers, impact of solutions and exemplary use of Microsoft technologies and set the chosen firms apart from a crowded field.
That one of this elite group is one of the biggest players in the Northern Ireland IT managed service space for both public and private sector is a matter of pride for the firm, and for the province.
Version 1 was named global winner in the Modernising Applications 2023 Microsoft Partner of the Year Awards for its work with the UK’s National Highways to improve safety across the road network across England.
The firm was recognised for providing outstanding solutions and services in Modernising Applications for its innovative transformation of a critical application for National Highways’ Incident Liaison Officers (NILOs).
The NILO team are responsible for coordinating information on major incidents – multi-vehicle collisions, severe weather and freight spillages – over 4,500 miles of England’s strategic road network and are vital to the 254 billion passenger and freight vehicle miles travelled across England every year.
The solution has meant the NILO team has increased the speed at which major traffic incidents are reported by 150%, incident closure efficiency by 82% and incident creation by 50%. It replaces a legacy system and is a key enabler of National Highways’ £27.4 billion Digital Roads Strategy aimed at revolutionising how the strategic road network is designed, built, operated and used.
The app significantly improves user productivity and incident handling through easier, faster logging, reporting and information sharing. This has facilitated smoother coordination of emergency services, dissemination of media updates for the public and enhanced incident management and road network operation.
Crucially, for road users, this means a safer, easier journey and improved journey times, bolstering England’s reputation for having some of the safest roads in the world. It also helps National Highways deliver on its commitment to reduce the
number of people killed or seriously injured on its roads by 50% by 2025.
The project was delivered using Version 1’s collection of quick-start delivery accelerators, known as Foundations, which uses prebuilt solutions which incorporate industry best practices and utilise best-of-breed open source and cloud-native technologies. Foundations enables a reduced time to market, reduced delivery risk, increased alignment to standards and improved security.
“The Modernising Applications 2023 Microsoft Partner of the Year Award is awarded for the hard work the Version 1 team have put in on a vitally important project,” Tom O’Connor, chief executive officer at Version 1, said. “It cements our reputation as a trusted partner of choice to major organisations in the transformation of critical digital infrastructure and we are pleased to have been recognised by Microsoft.
“The National Highways project is a great example of the transformational projects that Version 1 can deliver which significantly improves efficiency and efficacy for our clients. We are particularly proud to have helped National Highways to make England’s roads safer and thank them for partnering with us.”
With over 500 at its base in Belfast’s Lanyon Plaza building and a total headcount of 3,200 across the UK, Ireland, USA, Spain and India, Version 1 has been growing its presence as a provider of digital, data and cloud solutions and next-generation managed services.
It counts financial services organisations such as Aon, SpiderRock, AerCap, SMBC Aviation Capital and public sector bodies such as HM Courts and Tribunals Service, The Department for Levelling Up, Housing and Communities, Security Industry Authority, Revenue Commissioners, Education Authority as customers, to name but a few.
The business has grown substantially in recent years through both organic and acquisitive growth and expects to continue that upward trajectory in the future.
“Our success is the result of our ability to again and again deliver excellence in enterprise transformation for our partners across both the public and private sectors,” Lorna McAdoo, the head of Environmental, Social and Governance at Version 1. “We do that by fostering a culture of innovation amongst a team made up of some of the best technical talent in the world.”
The latter point is particularly important and one which is paying dividends, not just with clients but also through a raft of recent awards including taking first place in Ireland’s Best Large Workplace category at the Great Place to Work Awards 2023. The hard-won award is the result of the firm’s attention to its employees, one which involves holding dozens of employee engagement initiatives, hundreds of people-focused improvements and paying particular attention to how colleagues treat each other in the thousands of daily interactions which take place in the workplace.
Such focus means Version 1 attracts the best possible talent, which combines to provide the best possible solutions for the firm’s raft of clients. That recipe has already created significant success for the business and with ambitious plans in place, Version 1 is set for an exciting future.
“The solution has meant the NILO team has increased the speed at which major traffic incidents are reported by 150%, incident closure efficiency by 82% and incident creation by 50%. It replaces a legacy system and is a key enabler of National Highways’ £27.4 billion Digital Roads Strategy aimed at revolutionising how the strategic road network is designed, built, operated and used.”
Kieran Donnelly was recently appointed as managing director at Morrow Communications, one of the island’s leading integrated communications consultancies where he has been a director since 2005. A member of the Chartered Institute of Public Relations, he is also a new council member of NI Chamber of Commerce. Kieran delivers strategic communication advice and support to many leading businesses and public sector organisations.
1. EMPLOY THE BEST PEOPLE AND DON’T GET IN THEIR WAY
I’m a great believer in employing the best talent and empowering and equipping them to do their job. At Morrows we get the best out of our team by recognising and harnessing people’s individual strengths and combining our expertise. I believe it’s important to resist the temptation of micromanagement and getting in people’s way. This requires trust, clear and open communication, listening to new ideas and being prepared to always learn.
2. WORK SMARTER NOT HARDER
In today’s fast-paced world, it is important to work smarter and not harder where you can. While I do believe the adage that ‘hard work beats talent when talent doesn’t work hard’ I think it has never been more important to prioritise better and look for ways to deliver efficiencies – for example through technology investment. This should create more time for the important stuff, whether in work or at home and help ensure you still have fun along the way.
3. ASK ‘WHY?’ MORE
In business and in life I think the most important question is ‘why?’ and we can’t ask it enough. ‘Why?’ is the ultimate clarifying question. It demands explanation, context and supporting evidence.
For businesses it’s critical to understand ‘why’ the business exists, its core belief and purpose and for this question to guide decision making. In my experience of advising clients over many years typically most organisations are more comfortable with their ‘what’ – what the company does – and their ‘how’ but less so with their ‘why’. Too often businesses lose sight of their ‘why’ and by not asking it they will most certainly lose critical information and understanding. And doing something because everyone else is doing it is no longer a good enough reason.
4. DON’T STAND STILL
No matter how established or successful a business is, it must keep moving to maintain its position or momentum. As soon as a business stands still or becomes complacent with its current levels of success it loses its ability to innovate, to inspire and to keep up with an everchanging world. Businesses need to take calculated risks, regularly challenge their own status quo and assess the market thoroughly for relevant trends and opportunities to capitalise on. Once you have identified them and answered the ‘why’ question, move quickly or your competition will beat you to it.
5. TREAT OTHERS AS YOU LIKE TO BE TREATED
Often called the ‘Golden Rule’ this simple and powerful outlook has an important place in our personal lives. But I believe it is equally important in business. The secret to a satisfied customer base is your ability to put yourself in their shoes. Treat your customers right and they’ll be happier, more likely to come back –and more inclined to recommend you to others. Treating suppliers with respect and honouring payment terms will typically deliver a valued added relationship which will benefit your business.
Similarly, treat your colleagues fairly and with mutual respect, and they’re more likely to be motivated to stay and provide excellent service, which in turn leads to satisfied and committed customers.
One of the most valuable assets that businesses have is their reputation – and it’s important to guard it at all costs. We have the great privilege of advising clients on enhancing and protecting their reputation on a daily basis and know that it has a direct and long-lasting impact on an organisation’s success. In business, profits can be lost and regained, but rebuilding a damaged reputation – that’s far more difficult.
In today’s connected world, business collaboration has never been more important. We find that when a business is open to collaboration, it improves how employees work together internally and how they find solutions to problems externally. Effective and mutually beneficial collaboration can also lead to increased success, better problem solving, innovative ideas and improved internal and external communication.
AMBITION SPEAKS TO GORDON PARKES, EXECUTIVE DIRECTOR – PEOPLE & CULTURE, AT NIE NETWORKS ABOUT HOW THEY AIM TO NARROW THE SKILLS GAP IN THE ENERGY SECTOR.
Gordon Parkes has worked at NIE Networks for 23 years, appointed originally as HR Director. His role has now evolved to Executive Director – People & Culture with responsibility for culture, learning and development, health, safety and wellbeing, HR, communications, facilities management and technical training. A considerable portfolio, however a major area of focus for Gordon and his team is attracting, growing and retaining new talent with the appropriate skills that will enable NIE Networks to grow its highly skilled workforce to deliver the Government’s
target of net zero by 2050. The big question is how to make these jobs appeal to young people coming into the workforce?
“The key challenge we face is the societal culture where the majority of young people are persuaded to follow a university route without considering alternative options that may be more appropriate for them. We will continue to need highly skilled graduates with degrees aligned to employers’ needs, but we also need more young people to realise the potential in the vocational route and to
follow traineeships and apprenticeships,” says Gordon.
“This allows young people to get into employment and earn while they learn. Ultimately, they can still obtain a degree if they desire, but it will be in partnership with their employer resulting in a relevant qualification which is of value to both parties. They’re also learning on the job with the course content based on practical application and employers’ requirements. When they complete their course they will have achieved their qualifications debt-free, gained valuable
experience and immediately be in fulltime employment.”
He continues: “There are plenty of skilled, bright young people, but we have to make sure they are appropriately qualified for the new jobs being created. In addition to apprenticeships at level 2 and above, we need more traineeships and entry level programmes that sit below level 2. The current curriculum isn’t completely aligned, but it is going in the right direction and schools need to be measured on more than exam results.”
“There also needs to be a lot more collaboration between the education sector, government and business to promote green energy skills. We’re currently collaborating with other Energy sector employers, the construction sector and the Department for the Economy to launch a Joint Utilities Entry Level Programme for those who haven’t been able to achieve the right qualifications and it is my hope that we can expand and develop initiatives like this in the coming years.”
Recognising the demand for those equipped with Green Energy Skills, the Department for the Economy has also established a Green Energy Skills Group as a sub-group of the NI Skills Council. The role of the group, of which Gordon is Chair, is to identify the skills requirements in what is a major growth sector. A recent skills audit has highlighted there are over 100,000 jobs in the green energy sector in Northern Ireland currently, with a potential for 28,000 new jobs over the next 10 years as society moves to a net zero future. With a strategy to invest £3billion in the electricity network over the next 10 years, NIE Networks will be creating 1,000 new jobs, 400 of which will be in apprenticeships.
Gordon explained: “We have over 50 years’ experience running successful apprenticeships and a 96% retention rate ensuring that the majority of our apprentices achieve successful careers within the company. We are also currently broadening our range of apprenticeships in areas where we have skills gaps and have recently launched a planning academy, IT apprenticeships and various Higher-Level Apprenticeships working in partnership with local colleges.”
NIE Networks provides electricity to over 910,000 customers across Northern Ireland and the electricity network is essential in the transition to net zero by 2050. At the moment around 47% of electricity is generated by renewables; by 2030 the aim is 80%.
“It is no longer something that is nice to have; it is essential for our planet. It is also good for the economy – currently £2billion flows out of our economy annually
in fossil fuel costs” says Gordon. “It is also something that young people feel extremely strongly about. Sustainability is a key focus for us and something our younger employees are prioritising in their ask of us as their employer.”
A recent survey with new employees in NIE Networks asked them to identify the top three things they wanted from the company. Sustainability came out on top, followed by a focus on digital and flexible working.
Gordon explains what type of candidate will thrive within the organisation. “We work with individuals who have a positive attitude to ensure that they gain the appropriate qualifications, life skills and confidence to be successful whether it
is through higher level apprenticeships, graduates or craft skills.”
“Skills are a fundamental enabler for the net zero target. If we don’t have enough people with the right skills it won’t happen. The Green Energy Sector has a hugely exciting future ahead but we need the best skilled talent to ensure the sector and the wider economy in Northern Ireland reaches its full potential. It is important that all employers within the sector, government and the education sector collaborate effectively and take ownership of developing the talent pipeline.
It’s the right thing to do for our people and for the planet.”
“We have over 50 years’ experience running successful apprenticeships and a 96% retention rate ensuring that the majority of our apprentices achieve successful careers within the company.”
P.A. Duffy & Company Solicitors is a Dungannon-based legal firm who also has offices in Belfast and Dublin. They have a staff of 31 people and have grown in response to their growing client base and commercial developments.
The firm specialises in various sectors including healthcare, public law and inquiries, dispute resolution and property and they currently represent the Northern Ireland Covid-19 Bereaved Families for Justice in the UK Covid-19 Inquiry. The firm also has a large private client and commercial department and has experience dealing with disputes in both Northern Ireland and the Republic of Ireland. Kieran Quinn who is also the lead director of the private client and commercial department states that ‘we have always had a strong focus on developing innovative and ultimately a client-orientated approach to dispute resolution’.
Traditional commercial litigation (through the courts) has its benefits; however, in line with developing methods of dispute resolution, P.A. Duffy & Company recognises that more and more clients are looking towards ADR as an alternative means of dispute resolution. ADR is a catch-all phrase for the various methods whereby a dispute can be settled privately and outside of the courts. The main advantage of ADR in comparison to traditional litigation is lower costs, timely settlements, client autonomy, flexibility of process and confidentiality.
Kieran explains that ‘ADR is a very effective method of dispute resolution but only when used in the correct case. At P.A. Duffy & Company Solicitors we utilise our professional judgment to determine, on a case-by-case basis, whether ADR would be a more advantageous mechanism
than the courts and then advise our clients to pursue it accordingly’.
With offices in Dungannon, Belfast and Dublin their specialised ADR team has vast expertise in resolving complex multi-jurisdictional business and personal issues utilising ADR processes known as mediation, adjudication and arbitration.
Mediation is a unique process which P.A. Duffy & Company Solicitors has experience in. It involves the use of a neutral third party (a mediator) who helps disputing parties come to an agreement that they are both satisfied with, but also provides clients with a sense of autonomy and control which is otherwise unseen in traditional litigation. It is a very advantageous tool, particularly for disputes which involve personal, financial or business relationships. The mediation process also allows for speedy resolution between parties as many disputes are resolved on the day of the mediation. Mediation is confidential and ‘without prejudice’ to ensure that information disclosed during mediation is not used against either party in future legal proceedings.
Kieran states, ‘we have recently settled a high value claim in a dispute over a large inheritance entitlement between family members who did not wish to pursue legal action against one another. The mediation facilitated open and frank discussions between the parties, but also helped to preserve their professional and personal relationships’.
P.A. Duffy & Company’s ADR expertise goes beyond mediation as the team is well versed in the processes of arbitration and adjudication which particularly applies for businesses involved in construction and contractual disputes.
Adjudication involves an aggrieved party referring their claim to an appointed
and qualified adjudicator who considers all the available evidence and provides a decision within 28 days. The adjudicator’s decision is binding on an interim basis and can resolve cashflow issues which commonly arise in the construction industry.
Kieran states, ‘it is for this reason that adjudication is commonly described as a “smash and grab” and a “pay now argue later” process. It allows for speedy resolution of disputes, reduced legal fees and quick results.
‘It is also becoming more routine that arbitration clauses are drafted into commercial contracts, and for good reason. When a dispute arises, the arbitration clause in the contract is ‘triggered’, and the parties can refer the issue to a neutral and appointed arbitrator. The arbitrator will consider all discovery and provide a final, binding decision which is legally enforceable against both parties,’ Kieran adds.
The unique finality aspect of arbitration has piloted the slogan of a ‘one-stop adjudication process’ as arbitration provides the parties with the stature of the court process but with greater confidentiality and speed. The firm also encourages clients to consider obtaining legal expenses when renewing their insurance policy which may provide cover for legal fees in the event of certain disputes going to court.
P.A. Duffy & Company represents many commercial and private clients from various distinct sectors, including agriculture, retail and construction. They continue to be the chosen practice for many leading businesses and private clients while also evolving to meet the demands of a fluid marketplace.
If you wish to make an enquiry, please visit https://www.paduffy-solicitors.com/.
The past several years have presented challenges that are impacting Northern Ireland (NI) businesses and our economy, but there’s enormous economic potential here that’s waiting to be unlocked.
The most effective way to accelerate economic growth is through continued focus on longer-term levers that will increase productivity and stimulate investment. Our priorities must be getting more people into work, and supporting skills and education in areas which will have the greatest, lasting impact.
We need to increase our skills pipeline in NI and intervene to ensure that every teenager leaves school in NI with the right skills, experience and qualifications.
Fewer than one in 10 girls in NI pursue STEM to the point of employment, and despite women making up almost half of NI’s workforce, only 11% of engineers are female. When combined with the fact that only 18% of primary school teachers in NI specialise in maths, and that physics A-level is only available in a few select grammar schools here, it paints a stark picture. Especially when we consider that more and more jobs are increasingly demanding important STEM skills. We need to ensure the options for further study are there. We need to attract and support more great teachers in STEM subjects to ensure young people get an excellent STEM education and are supported to continue their STEM study at college and university.
There is a crucial role for employers too, working with schools and colleges,
so young people see how the world of work is changing, the jobs of the future, and provide work placements and other experiences so they can find out more.
We need to consider how we access significant ‘hidden pockets’ of talent in NI by getting more women and men into the workforce here in the first place.
The latest PwC Women in Work Index found that while NI ranks top in the UK for women’s employment outcomes –we have the smallest gender pay gap and one of the highest female full-time employment rates – we have a lower proportion of working-age women entering the labour market here in the first place. There are many barriers to women in work, with the lack of childcare strategy in NI compared to the rest of the UK being a major factor. The cost of – and attitudes towards – childcare needs urgent focus and action, so that women are not priced out of the workforce.
Our latest Golden Age Index also found that over-55s in NI are less likely to continue working than in most other UK regions and nations. If we remove barriers for older workers and increase the employment rate for the 55-64 age group in line with the top performing UK region, an additional 18,000 in NI would be employed.
One of the most effective ways to accelerate future growth is to target investment in skills that will be of increasing importance in the years to come. This includes green jobs and the priority clusters outlined in the ‘10x
Economy’ vision, such as cybersecurity, AI and robotics. It isn’t enough to rely on new joiners to the workforce – 80% of the workforce of 2030 is already in the labour market – and so upskilling and reskilling is hugely important.
The PwC Green Jobs Barometer, which tracks movements in green job creation, shows NI has one of the lowest proportions of green jobs in the UK. A step-change in approach is needed to accelerate the transition to ‘green’ skills and jobs, including strategic workforce planning and coordination between governments and the private sector – and more investment in skills and training by both.
Our latest CEO survey also found that 40% of UK CEOs believe their company’s tech capabilities lag behind the demands of their strategic objectives, and the gap will only widen without urgent action. Consequently, 74% are upskilling their company’s workforce in priority areas.
Planning for your future workforce requires big investment in people, skills and technology. This will be a key focus for the upcoming NI Chamber Future Workforce Summit that PwC is supporting. The event will explore the challenges and opportunities facing NI in developing a workforce that meets the needs of the economy – discussing new ideas and strategies for addressing the skills gap the region faces.
To register for the event, visit https:// www.northernirelandchamber.com/ event/future-workforce-summit/.
As we approach World Wellness Weekend, Leigh Heggarty, business development manager at Galgorm Collection, discusses her take on the importance of incorporating wellness into your next event.
Wellness isn’t just the latest buzz word or workplace initiative, it’s a lifestyle choice.
More than green juices or journalling, wellness is big business and a key focus for businesses aiming to engage and energise their teams. However, often we could be considered foolish for believing in the power of employee wellbeing in motivating staff, making them feel appreciated and willing to go that extra mile. But it is exactly this which is so often overlooked when there are one hundred and one other tasks vying for our attention when it comes to running a successful business. Unfortunately, the way in which many companies relate to corporate wellness is simply a box ticking exercise. That is often the sad reality.
In an age where working hours are longer and we are perpetually connected with the assistance of our greatest friend and enemy: our phones, often some well-deserved down-time can fall to the wayside. More often than not, it’s the high-flying executives and CEOs who often struggle to find the time to unplug themselves from their hectic work schedules.
When it comes to work, while conferences and work retreats offer great opportunities to network,
share expertise and gain more from leaders in the field, they can also be a pressurised environment and not best suited to all employees. Conditions like depression and social anxiety can make a busy setting filled with new faces and noise a real challenge for some people. Even if mental health has never been an issue, a long awaited or important work event can be overwhelming. Incorporating practices and initiatives into our personal and professional lives that prioritise wellbeing is imperative in cultivating a balanced lifestyle, helping us thrive in all aspects of life. Understanding the pressures that can be affecting your team and recompensing employees for their dedication is an effective means of increasing staff morale and performance. This need not be challenging. Establishing workplace wellness initiatives in your organisation is just one way to achieve this.
Wellbeing activities be it in the office or at a conference aren’t just a nice-to-have. Not when workplace wellbeing is a concern for every industry. It is astounding the volume of working days that are lost in the UK every year due to stress, depression and anxiety and many leading companies are now making employee wellness and
engagement a priority. It’s no secret that when a company has a mental healthfocused culture, they’ll be more engaged, productive, innovative, creative and loyal. Who wouldn’t want that!
Wellness initiatives at events can improve your attendees’ mood, making them happier and more open to new ideas and experiences. Of course, these ideas aren’t just for your events and attendees. You can also use them for your next team get-together to boost their morale, improve team bonding, and help them unwind after a hectic event. After all, your event is only as good as your team.
Incorporating wellness into your conference doesn’t mean daily group meditation sessions, or eating your body weight in granola, it’s just small steps to help improve the work environment. It could be something as simple as taking some activities outdoors or moving dinner outside.
At Galgorm Resort we introduced the opportunity to create a Mindful Meeting for your delegates. Mindful Meetings promote the wellbeing of your colleagues, allowing them the ability to fully engage and learn from your event by incorporating a selection of experiences from movement breakout sessions and mindful breathing techniques to calm the mind and body to hot towels infused with oils designed to energise during breaks. This, followed by a bespoke
spa programme for some of our recent Incentive Groups, has received such positive feedback.
Galgorm is an ideal setting to reenergise and embark on your workplace wellbeing journey, boasting an idyllic, tranquil setting with a unique 6-acre Thermal Spa Village, the first of its kind in Ireland. Idyllically located on the banks of the River Maine, you and your team can immerse yourselves in nature
and experience pure relaxation with an extensive selection of riverside hot tubs, indoor and outdoor heated pools, steam rooms and saunas.
Galgorm Resort’s emphasis on relaxation and escape from daily pressures aligns with the importance of work-life balance. Employees who feel their organisation values their personal lives are more likely to be satisfied and perform better at work.
While a spa experience may not necessarily spark excitement amongst all your employees, there is so much more they can avail of. Encourage your delegates to reconnect with nature with a guided forage through the grounds of the resort, with a food, drink or spa foraging experience or participate in a private falconry experience on the estate with a close and personal encounter with some of nature’s most beautiful birds of prey. There really is something to suit everyone. Workplace wellbeing is no longer an optional consideration for organisations; it’s a critical factor that affects productivity, employee satisfaction and the bottom line. The link to Galgorm underscores the tangible benefits of prioritising wellbeing in the workplace. By embracing a holistic approach to employee health, organisations can not only thrive but also contribute to the overall wellbeing of their employees, creating a win-win scenario for everyone involved.
“But it is exactly this which is so often overlooked when there are one hundred and one other tasks vying for our attention when it comes to running a successful business.”
If you have been following the debate about sustainability in business over the last decade or so, I think it would be fair to say that much of the conversation has focused on the challenges that come with transitioning to more sustainable ways of doing business.
This is primarily because it can be a big challenge, particularly for firms in certain industries, and committing to change behaviours and operational practices takes significant resources and planning.
I’ve said many times that being sustainable shouldn’t be on the “nice to have” list; it should be a strategic priority for businesses. If we needed a reminder of why, we only have to look at this summer, where we saw the impact of climate change in some of the most extreme weather in living memory.
But as businesses wrestle with what needs to be done to achieve their targets, my view is that we need to spend more time reflecting on the business benefits and opportunities that come with focusing on sustainability.
Recent research by the consultants Bain and EcoVadis which incorporated results from 100,000 companies found that sustainable businesses tend to be the most profitable businesses. While not every business working to improve its
environmental and social impact recorded revenue growth and earnings over a three-year period, the study found that the majority did.
Sustainability means eliminating waste, which can also save money. Taking steps to increase recycling, purchase electricity from renewable sources, install energy efficient lighting, reduce business travel and other similar initiatives are all achievable wins with immediate payback. And from a banking perspective, finance is usually going to be available on more favourable terms for projects with a sustainability element to them.
Increasingly, contracts in both the public and private sectors are requiring proof of organisations’ sustainability credentials. This drive is being led by the largest corporations and government organisations, which means that if you are in their supply chain, you stand a better chance of winning tenders if you are on a strong footing with your own sustainability initiatives and can clearly demonstrate the action you’re taking to reduce your environmental footprint. Having a sustainability strategy is also becoming much more important for investors. There’s confidence that businesses that have adopted sustainability policies will outperform those that haven’t.
It is true that many changes in business only gather momentum when legislation is in place and regulators enforce new standards, but where climate and sustainability are concerned, being compliant early stands a business in good stead.
While currently only large businesses, including Danske Bank UK, report under the Taskforce on Climate Related Financial Disclosure (TCFD) legislation on climate impacts, the pathway to mandatory disclosure for annual reports and financial statements is in place. New global IFRS reporting standards are rolling out and are very likely to be extended to medium and small companies – so it makes sense to deliver progress now where you can.
In a tight market for talent, multiple research reports have suggested that employees increasingly want to work for employers that reflect their own values and aspirations.
Those who fall into generation Z and millennials in particular are more likely to seek meaningful work that makes a positive social impact.
The Bain survey cited earlier showed that employees at firms with a strong focus on environmental, social, and
governance (ESG) are more likely to be satisfied, as they are more likely to have fair pay and a safe work environment as well as additional benefits.
That research found a number of positive correlations between ESG and profitability, with sustainable businesses having the most satisfied staff and therefore greater retention of talent.
Consumers remain sceptical of organisations who make big claims but also those who make only token gestures and we’ve seen many examples of brands who haven’t got it right being accused of greenwashing.
But where companies are authentic and doing the right things, consumers have shown they will favour them over brands who are doing nothing. Even in a time where there is a cost of living crisis, evidence points to customers being loyal to brands which are making an effort to be sustainable and are more likely to pay a premium for their goods and services.
We have seen an increase in the
number of companies marketing their green credentials and where this is holistic and genuine, it can offer a very strong selling point.
At Danske Bank we see sustainability transition as the defining challenge –and opportunity – of the century. As a significant lender to NI businesses we have both the responsibility and financial ability to make a difference, not just for our customers but for the societies we are a part of.
By advising, supporting and financing our customers’ transition to a more sustainable future we can help NI society create sustainable progress today and for
generations to come.
That’s why we’ve invested in training for all our relationship managers, approved £650 million in sustainable finance in 2022 and to date have supported 75 local businesses through the Climate Action Programme which we co-developed with Business in the Community.
This number continues to grow, which I believe demonstrates the appetite in Northern Ireland to take action. Yes, it is the right thing to do, but businesses are waking up to the fact that it also makes sound business sense to act now and gain the advantage that comes with being an early mover on sustainability.
“Sustainability means eliminating waste, which can also save money. Taking steps to increase recycling, purchase electricity from renewable sources, install energy efficient lighting, reduce business travel and other similar initiatives are all achievable wins with immediate payback.”
Viberoptix has been instrumental in converting what was once considered a luxury – digital connectivity – into an essential utility here, even in the hardest-to-reach corners of Northern Ireland.
Its swift ascent to success has made it something of a key player in the telecommunications industry despite its relatively short timeline.
Launched in 2020 with a team of 20, Viberoptix has grown substantially to include operations in not just Northern Ireland but the rest of the UK. They work alongside Fibrus as the principle contractor and principle designer to aid the tender, award and delivery of impressive governmental contracts worth millions to roll out full-fibre broadband.
Its strength is connecting those awkward rural locations that have otherwise been left out in the cold from the digital revolution ongoing in dense urban locations.
Those efforts are evident locally through the likes of Project Stratum, a monumental endeavour in Northern Ireland that covers the entire province, aiming to bridge the connectivity gap.
Managed by the Department for the Economy (DFE), Project Stratum is the largest publicly funded telecommunications infrastructure project of its kind here. It was developed to improve connectivity for premises unable to access broadband services of 30 Megabit per second (Mbps), primarily across rural areas of Northern Ireland.
Public funding totalling £197m was allocated to Project Stratum. £150m of this funding was secured under the confidence and supply agreement between the DUP and the Conservatives following the 2017 general election.
“At Viberoptix, our success stems from our people and our commitment to being the preferred provider of specialised fibre network build solutions,” states Viberoptix CEO Naomhán when referencing that lightningspeed growth.
“Our achievements are a direct result of our dedicated workforce. Everyone contributes to our mission,” he emphasises.
Naomhán McCrory, chief executive of fibre network contractor Viberoptix, talks about what the future holds for one of the fastest-growing businesses here.
With specialised teams trained to deliver top-tier standards, Viberoptix has successfully expanded its services, evolving into a comprehensive solution provider for designing and constructing fibre broadband networks.
Its journey so far has revolved around connecting rural communities, particularly in NI and the UK.
The company has achieved substantial progress in the main network build of Project Stratum and is currently focusing on maintenance and installations. However, challenges persist as some homes remain unconnected due to various logistical and technical reasons.
“We are quick to adapt to emerging solutions and technologies,” highlights Naomhán, referencing the business’ proactive approach to such challenges.
He says the company allocates substantial resources to acquire cutting-edge equipment and software, enabling them to stay at the forefront of technological advancements and confront those challenges head on.
Discussing the intricate process of community prioritisation, Naomhán elaborates on the distinct strategies adopted for government-subsidised schemes and commercial projects.
He says for government-led initiatives, comprehensive market research from Fibrus lays the foundation for tenders. In contrast, Fibrus undertakes thorough feasibility studies and secures independent funding for commercial projects. With Viberoptix as the principal designer and contractor for both government and independently funded projects, both companies demonstrate their unwavering commitment to bridging the digital divide.
Impact stories serve as tangible evidence of Viberoptix’s transformative role in rural communities. “We’ve witnessed remarkable transformations, such as residents experiencing a significant surge in internet speed after the fibre installation,” shares Naomhán.
“I personally have been fortunate to see the benefits of Project Stratum, having recently installed Fibrus, going from 2Mbps to 622Mbps. It’s a game changer when you have young children who must complete online homework for school.
“One of my neighbours had the option of working at home but didn’t have the connectivity. Now they are connected to Fibrus and have gained back seven hours per week which they previously spent travelling to their office. Never mind the cost saving, it really has changed their life for the better,” he adds.
Notable recognitions from Invest NI for market expansion and awards from both NI and British Chambers underscore the company’s enduring contributions to the regions it serves.
Despite challenges, such as the scarcity of vital resources and talent deficits, Viberoptix remains resilient. The establishment of its own dedicated training academy has emerged as a pivotal solution, facilitating skill development and effectively addressing labour shortages.
“We have skilfully reskilled workers from various industries, and the outcomes from our apprenticeship schemes have been truly promising,” Naomhán continues.
In January this year, a Training Academy at the Fibre Campus was set up to train new engineers in the specialist skills required to support such work in Cumbria, England.
The Newtown Rigg Fibre Campus will be crucial in providing additional employment opportunities in Cumbria for 300 to 400 people. Alongside Fibrus, Viberoptix is working to cover 60,000 premises in Cumbria over the next few years, which forms part of a £108m Project Gigabit contract.
Viberoptix’s role in bridging the digital divide is undeniable. Its strategic partnership with Fibrus has collectively transformed Northern Ireland’s connectivity landscape.
“Internet accessibility has evolved into an essential utility, and Viberoptix’s contributions have played a crucial
role in ensuring equitable access,” says Naomhán.
To ensure scalability and future readiness, Viberoptix constructs networks with spare capacity.
“Our networks are purposefully designed to comfortably accommodate future technological demands and advancements,” Naomhán assures, further solidifying the firm’s commitment to long-term impact.
The company’s contributions extend far beyond connectivity, he says. Its efforts have fostered community growth, generated employment opportunities, and significantly contributed to skill development.
“We have a dedicated ESG department to help the business focus on our environmental responsibilities,” Naomhán continues. “We have developed a number of initiatives, including the repurposing of waste materials, which has had a great reception within the community.
“As you can imagine we produce many waste cable drums and we have reached out to local clubs and schools who have reused and repurposed the drums into items such as tables and seating. We have also had a local group make bird boxes out of our waste material and give them to primary schools to help educate primary school children on the benefits of recycling and about the habitat around them.”
The Viberoptix Training Academy, spanning locations in Coalisland and Penrith, also exemplifies its commitment to nurturing local talent. “Our academy has not only produced a skilled workforce but also offers specialised courses to further empower individuals. Our team has shown tremendous commitment to the development of the Training Academies and to helping support those who are getting trained and upskilled.”
Looking ahead, its goals are rooted in sustained growth, diversification, and a legacy of impact.
“Our commitment to reinvestment is evident in the quality of our infrastructure, vehicles, and uniforms. We aim to leave behind a legacy of excellence, staying true to our founding values,” Naomhán adds. Its current activity is proof that Viberoptix is the main character in the world of digital connectivity. As well as Projects Stratum and Gigabit, it has two more projects – commercial and subsidised – in the pipeline with more to come.
“Our commitment to reinvestment is evident in the quality of our infrastructure, vehicles, and uniforms. We aim to leave behind a legacy of excellence, staying true to our founding values.”
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Emma Deighan talks to textile provider for many of Ireland’s hospitality establishments, Jim Creaney of Linencare, about how his firm is playing a pivotal role in operations in the sector.
In 1983, I was just 21 when I took the leap into the textile service industry by acquiring my first dry cleaning company,” reflects Jim Creaney, the visionary founder of Linencare, a business that rents out, launders and delivers linen to businesses around Ireland.
With youthful determination, he began a journey that would go on to reshape the industry in big ways.
Over the years, Linencare expanded to encompass five locations, serving an array of clients ranging from hotels and restaurants to commercial enterprises, allowing it to make a name as something of an industry trailblazer.
Jim reflects with a mix of nostalgia and pride, recalling the firm’s ascent to success: “As we grew across these five locations, providing services to hotels, restaurants and commercial establishments, we sensed the need to delve into the textile rental market.”
This realisation marked a turning point in 1999 that laid the foundation for Linencare’s evolution into an industry powerhouse.
“Interestingly, not many hotel guests
realise that the linens and towels they enjoy are often rented from suppliers like us,” Jim points out, shedding light on the intricacies of the hospitality industry that often go unnoticed.
Located on the main M1 motorway within one hour’s drive of 70% of the population of Ireland, Linencare’s niche is that it can easily service all of its customers, north and south, at least twice weekly.
Regardless of the star rating, Linencare’s expansive range of bed linens and towels plays a pivotal role in ensuring guest comfort. “Our international relationships with textile mills worldwide enable us to craft linens that align perfectly with our customers’ specifications,” Jim adds, underscoring the approach to its product line.
Today the company has been operating for 30 years, allowing its customers to choose from a wide selection of carefully curated stock in its own warehouse.
It then sets up a service that sees it wash and redeliver linens to businesses in a move that helps hoteliers to restaurateurs free up staff hours and it releases the need to run a laundry room
with a fee set at a much lower cost.
“Linen, when it is returned to our factory, is tracked and itemised unlike any other linen provider. Our state-ofthe-art WSP management systems follow all wash and finishing processes,” Jim explains.
Linencare has not been without its challenges over the years but Jim assures that the commitment from the firm has remained as hearty as it did the day he launched the business, with “unwavering dedication” even in spite of events including the pandemic which saw his client base the hardest hit.
“To ensure seamless operations, we’ve always maintained a substantial on-site product inventory,” he remarks, highlighting the company’s proactive stance in preserving customer satisfaction, even in times of disruption.
In 2023 and beyond opportunities are big for the company with the hotel sector across all of Ireland seeing an increase in rooms and occupancy.
In fact, a recent report for the Northern Ireland Hotel Federation revealed that a further £300 million investment is under consideration by developers working in the sector.
It anticipates the 10,000-bedroom barrier will be broken next year in the north alone.
Jim continues: “Recognising the upward trend in hotel construction and investment, we saw an opportunity to bring about transformative change in our own business and industry.”
Strategically positioned in County Louth, between Dublin and Belfast, Linencare’s innovative model found its epicentre while the recent introduction of an app has created convenience for users.
“Our introduction of the Linencare App in 2020 was a game-changer, empowering customers to manage their linen requirements effortlessly,” Jim states, showcasing the intersection of technology and service that defines Linencare’s approach in the midst of a challenging time during the pandemic and afterwards.
“Our investment is not limited to our factory premises and production machinery; our people are our most valuable asset,” he points out. “And we have the best people. In recent times we have added a new team member – our newest addition is Katie McLean who some will know from the textile services industry. Katie has now joined us as a customer relationship manager in Northern Ireland and will help us to continue to provide unequalled customer service.”
What sets Linencare apart is its status
as an owner-run family business, a rarity in an industry largely dominated by large corporations, says Jim.
“This gives us a unique competitive edge and allows us to form genuine connections with our clients.”
The company’s expansion into hygiene and ancillary products has paved the way for its new brand Hygienecare, a staunch commitment to sustainability that reflects Linencare’s dedication to the environment.
“Our collaboration with partners like Tubeless showcases our dedication to ecofriendly solutions,” Jim adds, reiterating Linencare’s commitment to responsible practices and echoing its promise to a greener future.
“In 2015, our move to a state-ofthe-art facility in Ardee, County Louth, marked a pivotal moment too. The new location, complete with ISO and RABC accreditations, positions Linencare ready to meet the ever-evolving needs of its clientele.
“Our journey towards sustainability began with our investment in heat and water recovery systems back in 2014,” Jim shares, underscoring the company’s determination to minimise its ecological footprint and contribute positively to the planet.
“Our journey doesn’t conclude here; rather, it’s gaining momentum,” he says. “Linencare’s future is bright and we have the honour of being the chosen linen provider for upcoming hotels like The Ebrington Hotel and Room2 Belfast.
“We’re proud contributors to Ireland’s renowned hospitality,” he says,
emphasising the company’s pivotal role in bolstering the country’s global reputation for a warm welcome and exceptional service.
“We recognise our obligation in the hospitality industry to promote and reward the individuals who seek to make every guest experience in our client hotels and restaurants memorable. We continue to support the Northern Ireland Hotel Federation and we are a Platinum sponsor to the Northern Ireland Institute of Hospitality. Following the challenge of recent years, the events we sponsor are a chance for everyone to have a good time and meet the new entrants and entrepreneurs of the future.
“In the midst of adversities, visitor numbers are rebounding,” he notes with optimism when asked about the comeback of Irish tourism.
“Linencare stands poised to meet this renewed demand, fortified by an unwavering commitment to innovation and excellence. With Katie McLean stepping in as our new customer relationship manager for Northern Ireland, we’re set to elevate our personalised service to new heights,” he concludes.
“Recognising the upward trend in hotel construction and investment, we saw an opportunity to bring about transformative change in our own business and industry.”
funding to this Fund which is part financed by the European Regional Development Fund under the EU Investment for Growth and Jobs Programme 2014-2020.
Kernel Capital has confirmed that Volaris Group, a global leader in software solutions, has acquired DisplayNote Technologies Limited, a Kernel Capital portfolio company. DisplayNote specialises in wireless casting and video transmission technology, transforming the way parties interact and collaborate within business and educational environments while creating connected experiences in meeting rooms and learning spaces worldwide.
Kernel Capital was an early investor in DisplayNote by way of The Bank of Ireland Kernel Capital Growth Fund (NI) (the “Fund”) and this sale will see a strong allcash multiple return to the Fund’s investors. The Fund is part of Invest Northern Ireland’s Access to Finance suite of funds and was designed to help SMEs in Northern Ireland accelerate their growth. Invest Northern Ireland has committed £15 million of
“DisplayNote is a great example of a local company achieving global success and we are delighted they have benefited from the Bank of Ireland Kernel Capital Growth Fund which was designed to help indigenous companies accelerate their growth.”
Niall Devlin, head of Business Banking, Bank of Ireland UK
“This is a great outcome for the DisplayNote shareholders, while for all stakeholders across the ecosystem it provides for the next phase of growth in the company’s story. Key to the success to date has been the vision and hard work of Paul and his leadership team with the support of the Board.”
Ger Goold, partner, Kernel Capital and former director, DisplayNote
“Kernel Capital’s support since their initial investment through the Bank of Ireland Kernel Capital Growth Fund has been a key building block in DisplayNote’s growth as we expanded our global OEM and enterprise customer base. With Volaris,
DisplayNote has found a home that shares our vision and helps us continue to support and expand our customer and partner ecosystem, whilst still innovating and growing the DisplayNote team.”
Paul Brown, CEO of DisplayNote
“This is a great result for the Bank of Ireland Kernel Capital Growth Fund, which we created as part of Invest NI’s Access to Finance portfolio to provide support to local SMEs like DisplayNote to help them to scale. The company is now well positioned for a new phase of growth and we look forward to seeing it continue to grow in global markets with new partners on board.”
William McCulla, Invest NI’s director of corporate finance
“Our decision to acquire DisplayNote was driven by their customer-first approach and culture of innovation, underpinned by industry-leading technology. Their vision of strong long-term customer relationships and industry-leading innovation aligns with ours, helping position both Volaris and DisplayNote for continued growth.”
Rob Turner, group leader at Volaris Group
Let us take you on a gentle cruise along the picturesque Lower River Bann to discover the rich cultural heritage and native wildlife of the region. River Bann Tours is the perfect way to connect you to the historical towns and villages along the river, where you can enjoy the outstanding local attractions, meet the local people and enjoy delicious food options before or after your boat tour.
Meet the Fleet:
Bann Voyáge: the latest addition to River Bann Tours fleet, River Bann tours are delighted to advise that after an extensive refit and inspection by the Martime & Coastguard Agency, ‘Bann Voyáge has now entered service, carrying up to 47 passengers.
The Goddess: The River Bann is one of Ireland’s largest rivers and its name in Irish, an Bhanna, meaning ‘The Goddess’. A fitting name for the beautifully refurbed and comfortable 12-seater passenger boat which offers guided boat trips on the scenic stretches of the Lower River Bann and Lough Neagh.
Jane Shaw The Elmfield Institute
Life feels easy and enjoyable when we can reach a state of effortless action, sometimes referred to as a flow state. When we find ways to work in harmony with the natural flow of things, reduce friction, and minimise resistance, we often achieve better results with less stress.
The concept of wu wei wu, meaning action without action, originates from the ancient Taoist text of the Tao Te Ching. In the Tao Te Ching, Lao-Tzu told us that the direction and intelligence of the Tao must be trusted. It is a paradoxical notion that suggests we can find greater ease and flow by finding the right balance between doing and not doing.
The practice of effortless action can greatly support both our personal and professional lives. It is essentially the result of being mindful and present to the current moment which means we are fully engaged with whatever we are doing, leading to a deeper appreciation of life. Mindfulness in action is being aware of the present moment without ruminating on the past or worrying about the future. Additionally, there is a level of acceptance of what is happening right now. This does not mean we don’t strive to improve, learn new skills, or to change, but we can observe the current situation with a quality of curiosity which allows more flexibility of the result.
By letting go of the need to control every outcome, we can reduce stress and anxiety. Embracing the flow of events instead of resisting them can lead to a more peaceful mindset. Reducing the stress response in the body then leads to increased creativity. If we can allow ideas to emerge naturally without force, we may open ourselves up to more innovative solutions and insights. Moreover, a doing–non-doing mindset encourages intuitive decision-making, becoming more
aligned with our true desires rather than inappropriately following the needs and desires of others.
When our body and mind are in a flow state we become more adaptable to new or difficult situations, and resilient in the face of change. It seems like a win–win situation.
Taking the focus from a personal situation to a business context it is possible to see how a more effortless action mindset might be helpful there as well. This mindset is about taking the right action at the right time. It is a balanced approach. Instead of forcing strategies, aligning our business decisions with the natural flow of the industry, market trends, and customer needs helps to make decisions that resonate with the target audience and market conditions. It improves strategic alignment. Aligning with the natural flow might also create more sustainable organic growth for the business rather than pursuing rapid growth at all costs.
Here are a few ways to integrate the art of effortless action into your work:
Focus on Purpose: Identify the core purpose of your work tasks and projects. Align your efforts with that purpose allowing you to work with intention and clarity.
Prioritise Mindfulness: Practise being present in each task, fully engaged and attentive. This enhances the quality of your work and minimises distractions.
Cultivate a Flow State: Find tasks that you immerse yourself in, where time passes effortlessly. This state of flow allows you to accomplish tasks more efficiently and enjoyably.
Flexible Planning: Set goals and make plans but remain open to adjusting them as circumstances change. This helps you to adapt without feeling compromised.
Delegate Wisely: Delegate tasks that others are better suited to handling. This frees up your energy to focus on tasks that align with your strengths and expertise.
Embrace Challenges: Foster collaboration by allowing team members to contribute their unique skills and perspectives. This can lead to innovative solutions and a more harmonious team dynamic.
Efficient Time Management: Identify peak productivity times and match them with tasks that require focus and creativity. This helps you to achieve more in less time.
Reflect and Adapt: Regularly reflect on your progress and the outcomes of your actions. Adjust your approach based on what is working best.
Cultivate Patience: Understand that not all results are immediate. Cultivate patience and allow things to unfold in their own time.
Self-Care: Prioritise self-care to maintain your well-being. When you are balanced and energised, your work flows more effortlessly.
Applying the art of effortless action in business does not mean avoiding hard work or challenges. It is about working smart, embracing the natural ebb and flow of life and business, and achieving results with a sense of ease and harmony.
Mills Selig has announced further expansion of its legal team with the promotion and recruitment of expert lawyers.
Mills Selig has announced further expansion of its legal team with the promotion and recruitment of expert lawyers.
Joining Mills Selig as a senior associate is Kevin Tarpey. Kevin has been recruited to join Mills Selig’s Property team and will work alongside an elite team of lawyers, including Lauren Shaw who has been promoted to the role of senior associate. Kevin and Lauren will support the residential and commercial property teams respectively at a senior level, providing clients with expert legal advice in all aspects of property law.
Stepping into the role of senior associate within the Employment team is Andrew Edwards, who has also been promoted.
Continuing its expansion and development of its teams, Mills Selig has also announced the creation of an ‘associate’ position for solicitors who have gained substantial experience as a qualified solicitor. Emma McCloskey, Lyndsey McSherry, Ciara Campbell and Peter Cashel have been named as associates in recognition of their expertise within their practice areas. Jayne Paterson will also join associate level later this year in her role within the Property team.
Focused on the future of the firm is Chris Guy, managing partner, who said, “The growth of our team reflects the growth of our clients and business. Year on year we are growing and moving towards our vision which is to be the go-to law firm in Northern Ireland for high value and complex work.”
Deloitte has appointed Ciaran Fitzpatrick and Jason Starbuck as partners in Belfast as part of the firm’s annual round of promotions.
Ciaran becomes a partner in Deloitte’s Enterprise & Technology Performance Consulting business, while Jason has been made a partner in the firm’s Audit & Assurance practice in Belfast.
Deloitte Northern Ireland has also announced that it has made a total of 456 promotions, including two promotions to director, 67 to senior manager and 104 to manager level.
Jackie Henry, UK managing partner for people and purpose and office senior partner in Belfast, said: “It is always brilliant to see our people celebrating their career milestones with our firm – and I would in particular like to congratulate Ciaran and Jason on their promotions to partner. It is an exciting time for us here in Deloitte Northern Ireland as we look forward to moving into our new offices at The Ewart, and we will remain focused on creating an inclusive and diverse workplace where everyone has the opportunity to learn new
skills and progress in their careers.”
Across the UK, Deloitte has this year promoted 101 people to partner. Of the new promotions, 40 (39.6%) are women, increasing the total number of Deloitte’s women partners to 386 (29%).
Deloitte’s new partners Jason Starbuck and Ciaran Fitzpatrick with Belfast office senior partner Jackie Henry and Aisléan Nicholson, tax partner.
After months of secrecy, Royal Warrant holders Ulster Carpets is proud to reveal that it designed, manufactured and installed over 1,000m2 of majestic wool rich Axminster carpets for the Coronation of King Charles III at Westminster Abbey.
This year marks the 85th anniversary of Ulster Carpets, a fourth-generation family-owned company, and this momentous milestone will be marked by a place in history.
Nick Coburn CBE, group managing director, said, “When my grandfather founded Ulster Carpets, he could not have envisaged that his company would earn such a unique honour.
“There is a real sense of pride at being involved in the Coronation and we see this as a tribute to the hard work and dedication of generations of our staff over the last 85 years.”
This isn’t the first time that Ulster Carpets has worked with the royal family. Last year, Ulster became one of the final companies to receive a Royal Warrant from Queen Elizabeth II, having worked on a number of projects for the royal household.
Joyce McIvor, UK and Ireland contract sales director, led the team at Ulster Carpets on the historic Coronation project, working in conjunction with leading events company, Identity.
“We are thrilled to play a major part in this historically significant event. We were recommended to Identity by the royal household, which demonstrates the high esteem in which Ulster Carpets is held.
“Working closely with Identity we developed a range of colour samples for the royal household to choose from. We also had to consider the technical aspects of the construction such as pile height and direction, to ensure the carpet not
only looked sensational, but performed to the very highest standards on the day.
“Our attention to detail shone through at every stage and that is testament to the dedication of our hard-working staff. We have worked for a host of prestigious clients across the world but this ranks as one of the most important projects in our 85-year history.”
Lois Norman, a senior field designer based in Ulster’s London Design Studio, took inspiration for the carpet colours from several sources.
“We researched past coronations and historic events at Westminster Abbey and also took into consideration elements such as the colour of the robes and adornments the King would be wearing, the prominent tones within the Abbey and even the heraldic cyphers of the royal household.
“A more unusual aspect for us was
that we had to consider how the carpet would look on TV. Everything had to work together in harmony and, in the end, the final choice of colours was influenced by Queen Elizabeth II’s Coronation – a fitting tribute to the dedication she displayed during her years of service to the nation.
“This is by far the most prestigious project I have ever worked on and one I am so proud to have been involved in.”
For the Coronation, Ulster Carpets commissioned another family business, Trade Carpet Company, to install the two resplendent carpets at Westminster Abbey.
Joyce added, “Trade Carpet Company has again proven their expertise and we are delighted with the professional installation at Westminster Abbey for the Coronation. It has been a pleasure to continue our long-standing relationship on such an important project.”
low forties. It features a six-speed manual and is available in three of the four trim levels – 2, 3 and GT-Line. If you opt for the entry-level 2, it can be yours for around £28,300.
Alook at the list of best-selling cars is a revealing insight into the mind of car buyers in 2023. Where once the top ten sellers were dominated by saloons, family hatchbacks and MPVs, these days the top ten is flooded with SUV-type motors in various sizes and guises.
The Ford Puma – a car best described as an SUV crossover because it falls somewhere between a conventional family car and an SUV – is the best-selling car in the UK so far this year. Elsewhere in the top ten, you’ll find the Nissan Qashqai (third), Hyundai Tucson (fifth), Kia Sportage (sixth), Nissan Juke (seventh) and Vauxhall Mokka (ninth), which all fall loosely into the SUV box.
Ford is probably pleased with top spot but some high-flying executive in South Korea likely has an even broader smile. That’s because Kia and Hyundai are part of the same bigger corporate entity, which means the brands share a lot of the same technology in their cars. So, the Sportage and the Tucson are built on the same platform, run the same suspension and share the same suite of engines.
The styling is different, significantly so, and the trim levels vary but the prices are broadly similar and extremely competitive, thanks to the economies of scale of having so many common parts.
It obviously works for both brands and buyers. Between them the Sportage and Tucson have sold more than 42,000 units in the UK this year, far more than the Puma (under 27,000).
So, the South Koreans are doing something very right and the Kia Sportage, tested here, underlines the appeal. It’s a great all-round family SUV that offers plenty of space, a large boot, striking looks and a classy interior.
There’s a good choice of engines, starting with conventional 1.6-litre petrol or diesel motors. The entry level petrol is a fine motor, delivering 148bhp and a sub 10 second 0-60mph time and claimed mpg in the
Standard equipment includes things like 17-inch alloys, front and rear parking sensors, cruise control, LED headlamps, 8-inch touchscreen with DAB radio and MP3 compatibility, as well as 40:20:40 split folding rear seats.
Just as impressive is the list of standard driver aids and safety features, including Forward Collision-Avoidance Assist with city, pedestrian, cyclist and junction covering, Lane Following Assist and Lane Keep Assist, Intelligent Speed Limit Assist and Hill-start Assist Control. It’s a very safe car!
From there, the range moves up to the sportier GT-Line before working up to 3 and GT-Line S. Automatic versions get mild-hybrid technology (MHEV) to improve efficiency and reduce emissions.
There's also a 'self-charging' hybrid (HEV) version, and a plug-in hybrid (PHEV), which can officially do more than 40 miles of driving on electric power alone. If you're looking to maximise traction, you can opt for four-wheel drive on top-spec models.
While the entry-level 2 looks decent value, prices rise steeply as you move through the trims and on to pricier drivetrains. If you can stretch a bit further though, the mid-range 3 with the 1.6 petrol (from £32,560) has all the luxuries you require, adding twin digital screens as well as heated front and rear seats, electrically adjustable front seats, keyless ignition and, if you have the automatic gearbox, adaptive cruise control.
Hybrid versions, which boost performance and economy, start from around £35,000 while the plug-in hybrid starts from £40,000, with the latter appealing to company car buyers especially thanks to its 8% benefit-in-kind tax banding.
Whichever you choose – Tucson or Sportage – you’re guaranteed a well-built, comfortable and well-engineered motor. Kia boasts a more generous seven-year warranty and the Sportage’s styling is a good bit more aggressive. At the end of the day, it’s just a case of which one you fancy more…
Kia’s family-sized SUV is a below-the-radar sales success, writes James Stinson.
Suzuki upgrades its mid-sized estate, writes James Stinson.
Suzuki appears to be doing quite well out of its partnership with Toyota. Noted for small cars and affordable 4X4s, Suzuki is now targeting a different customer base with rebadged versions of popular Toyota models.
The Suzuki Across is essentially a Toyota RAV4 while the Suzuki Swace is a Toyota Corolla Touring Sports – let’s call it an estate for old times’ sake. They’re even built on the same production line at Derby.
Car makers have been at this kind of collaboration for decades. In the case of Suzuki and Toyota, it goes far beyond simple rebadging. Suzuki is getting access to Toyota’s cutting-edge hybrid and battery technology that will underpin lots of exciting new models over the coming years.
But for the time being the physical fruits of this relationship are here in this latest and updated Swace model from Suzuki. Given the choice, most buyers might well opt for the Toyota, given its size and reputation, but the Swace has a neat trick up its sleeve.
The entry-level Motion version of the Swace (from £28,999) costs more than £2,500 less than the cheapest Corolla Touring Sports.
The latest Swace features an upgraded 140bhp powerplant, which reduces the 0-62mph time down to a spritely 9.4 seconds from 11.1 for the previous model. Performance is aided by a reworked hybrid system, featuring a higher output electric motor, which also delivers excellent fuel economy.
At low speed and for short distances it will work on EV mode only and is most at home in and around town where it can harvest energy under braking to recharge the battery. In these circumstances, it should deliver more than 60mpg.
The Swace also features some seriously upgraded equipment levels. The new Motion model includes emergency driving stop system, LED rear lamps, seven airbags, dual zone automatic air conditioning, eight-inch
LCD colour information screen, heated front seats, heated steering wheel, smart phone link for wireless Apple CarPlay and wired Android Auto device connectivity, rear parking camera, new digital instrument cluster with three display modes, type C USB port and Dynamic Radar cruise control.
Ultra grade adds updated Bi-LED projector headlights, Safe Exit Assist, smart door locking, front and rear park distance sensors, blind spot monitor, rear cross traffic alert, interior ambient lighting, and centre console tray with wireless charger.
Key to the mid-sized estate’s appeal is the rear luggage space. The boot is some 596 litres with all five seats in place. Flip the rear seats, which split 60/40, flat and this rises to 1,600. The fit and finish around the cabin is firm and reassuring.
Prices start from £28,999 for Motion versions, rising to £30,799 for Ultra.
The MG4 is proving a hit with electric car buyers. The striking looking EV, launched just last year, helped MG’s UK sales surge nearly 50% in the first quarter of 2023.
And they aren’t resting on their laurels, with many more new models set to launch over the coming years. MG has just added an extended range version of the MG4, snappily called the MG4 EV Extended Range. Equipped with a new 77kWh battery, this latest model is capable of up to 323 miles on a single charge, depending on conditions and your driving style.
It allows drivers to recharge from 10-80 per cent in as little as 39 minutes, using a 150kW public charger. And it costs from £36,495, which is more than £5,000 cheaper than a VW ID.3 with similar range.
As well as delivering more miles, the MG4 EV’s reputation as a driver’s car is underlined by the Extended Range’s more powerful 180kw electric motor which offers better performance, with the 0-62mph time now sharpened to just 6.5 seconds.
The Extended Range Model comes in upper-end Trophy spec. 18-inch wheels, a black two-tone roof, rear privacy glass, twin aero rear spoiler, leather interior with electric driver’s seat, heated front seats and steering wheel, sat-nav, 360 camera and wireless phone charging are all standard.
Additionally, it comes with an upgraded version of the MG Pilot System and safety features such as blind spot detection, lane change assist and rear cross traffic alert.
Cormac McKervey, climate lead, Ulster Bank NI, discusses a new tool designed to help businesses reduce carbon emissions and inspire their workforces to get behind the plan. Many businesses are aiming to reduce their carbon footprint and want to take action to contribute to the collective effort we are all making to switch to greener business practices. It’s clear that there is a genuine willingness amongst business owners here to try and tackle the problem, but many don’t know where or how to implement changes in a meaningful way. Having worked with many businesses at the beginning of their sustainability journey, time and time again we heard that getting started was proving to be the most challenging element and would often discourage local businesses from implementing an environmental strategy.
The penny has certainly dropped that protecting the environment can also protect your pocket in the long run and there is a real appetite for tools and resources to help businesses introduce positive changes. Fortunately, we have been able to step in and have introduced the Ulster Bank Carbon Planner. A similar version has been available to NatWest customers since the beginning of the year and has now launched to businesses in Northern Ireland. The premise is a broadly simple one. Carbon Planner aims to reduce carbon emissions and is a free, easy-to-use tool created to help all businesses, not just Ulster
carbon footprint and tackle rising fuel bills. The planner begins by asking businesses to complete a short survey and then will use this information to suggest ways to run a more environmentally friendly business. Tips can include things like printing fewer documents on paper, cutting down on mileage and making sure offices and business premises are as energy efficient as possible. Taking the user through a series of questions, it measures, evaluates and creates a list of recommendations that will give business owners or those with responsibility for sustainability improvements, greater insights about the areas of business operations which are having the greatest impact on overall carbon outputs.
It has been designed to save businesses time and acts as a guide through every element of a climate journey so that firms have the know how to understand the impact of their day-to-day activities. Trusted partners have been engaged with throughout the process so users can have confidence that any recommendations are coming directly from experts in their field. And there will always be helpful signposts along the way to further resources, services and products which can all help business owners gain more confidence with their climate action decisions. We want to inspire workforces across Northern Ireland to get behind a bespoke action plan and have the skills and belief needed to integrate climate into day-to-day activities. This is why the Carbon Planner has been introduced by Ulster Bank as part of our commitment to supporting customers and non-customers through this important period of transition. We have a responsibility to help businesses through the current challenges and ensure they can harness the opportunities sustainability presents as we move towards a cleaner, greener future.
For more information about the tool or to learn more about how Carbon Planner can help your business, visit our website or search @UlsterBankNI on social media channels.
Cormac McKervey.
Software industry body welcomes new Chief Executive Officer and adds four leading voices to its Board
The industry body representing software in Northern Ireland has appointed David Crozier, former Head of Strategic Partnerships & Engagement at QUB’s Centre for Secure Information Technologies (CSIT), as its Chief Executive.
Established in 2022, the Software Alliance represents the interests of Northern Ireland’s £1.7 billion software industry, which includes 2,200 companies and employs an estimated 23,000 people. Appointed this month to head up the alliance’s operations, David brings 20 years’ experience in global cyber security technology, policy, and domain expertise. At CSIT, he led the development of strategic relationships with public sector partners, and previously served as Deputy Director of the University’s NCSC recognised Academic Centre of Excellence in Cyber Security Education (ACE-CSE) programme. David was appointed by the Chief Scientific Advisor to the Department for Digital, Culture, Media and Sport (DCMS) College of Experts in 2021.
As Software Alliance CEO, he will represent the interests of all member companies at government level, supporting elected representatives and policy officials to understand the needs of the sector in relation to labour, skills, R&D and investments such as City & Growth Deals. As Chair of autism at work social enterprise Specialisterne NI, David is focussed on neurodiversity and inclusion related projects and intends to challenge and support Software Alliance member companies to foster a diverse and inclusive culture across the industry. Alongside David’s appointment, the Software Alliance has strengthened its leadership team with the appointment of four new industry voices to its Board of Directors.
Jo Ferguson joins from CME Group where she is Director of Operations for the Belfast office. Also joining the Board is Mark McCormack, Vice President and Managing Director of Aflac NI, and Jim Bannon, Engineering Director, Product Technology at Allstate Northern Ireland. Laura McClean, Director of Synechron Northern Ireland, and the company’s UK DEI lead, completes the Board of 12 senior industry voices from the Software Alliance membership.
GenAIEdu 2023, a national conference on Generative Artificial Intelligence in Education, will explore the cutting-edge world of Generative Artificial Intelligence in an educational context at Ulster University’s Derry~Londonderry campus.
The summit will bring together world-leading educators, researchers, teachers, students and industry professionals, to understand how generative AI is revolutionising the way we learn, teach and assess. Some of the leading voices from the UK and Ireland on AI in education have been confirmed to speak – these include industry leaders from Microsoft, the National Centre for AI at JISC: the UK digital, data and technology agency focused on tertiary education, research and innovation, ICS: UK’s first Microsoft AI Inner Circle Partner, TransformEducation as well as researchers from Ulster University, Dundalk Institute of Technology and the University of Manchester.
Attendees will explore cutting-edge technologies and large language models such as ChatGPT, Bard and Claude and how these tools and natural language processing capabilities enable personalised and interactive learning experiences through a series of keynotes, talks, discussion panels and hands-on workshops, demonstrations and networking events with leading academics, researchers and industry experts in this area. The three-day conference will take place at Ulster University’s Derry~Londonderry campus on 11th-13th September 2023 and will be hosted by the School of Computing, Engineering, and Intelligent Systems.
Henderson Print has been supplying quality printing to a loyal client base for over 30 years. Established in Mallusk, Newtownabbey in Northern Ireland, the printing firm offers a complete range of professional printing services to a variety of industry clients, from convenience and forecourt retail, hospitality, travel, design, office and corporate supplies, and bespoke items for event and media agencies.
Employing 28 local people, Henderson Print has invested in the latest print technology to increase the range of work it can do. The business is well established and has built a reputation of offering a complete print package from design through to finish.
www.hendersonprint.com
• Multi award winning, including Great Taste, Irish Quality Food Awards and Blas na hÉireann Gold awards
• Family run business
• Farm to fork
• All hens are free range
• High welfare standards
• British Lion accredited Titanic Hotel Belfast provides a unique venue for corporate events. Drawing Office One is an awe-inspiring cathedral-like space that can accommodate up to 250 guests. This historic venue, where the world’s most famous ocean liners were designed, is breath-taking. Additionally, the adjoining reception area provides a private entrance.
For more intimate gatherings, the original offices of the Harland and Wolff Directors, who spent their working lives here, can provide an elegant and distinctive backdrop for smaller events and meetings.
For further information visit: www.titanichotelbelfast.com, or call +44 (0)28 9508 2000 or email events@titanichotelbelfast.com.
Managing Director of Agnew Leasing, Graham Thompson, answers a few questions about the future of leasing and what he thinks will be the challenges to come, how the market looks for leasing EVs and what will happen to the sale of petrol and diesel vehicles.
The motor industry is currently facing a major supply chain shortage, that is set to continue through 2023, however there are some signs of easing in recent months. The shortage is being caused by a combination of different factors, including increased demand for vehicles from the COVID-19 pandemic and lockdowns, disruption on global trade routes and shipping lanes and supply chain bottlenecks, including everything from shortages of raw materials to problems with logistics and transportation. Manufacturers are struggling to keep up with demand and many are having to delay production or cut back on their output, ultimately resulting in higher prices for consumers and a shortage of vehicles in the market.
Sales within the electric vehicle market increased by 40% in 2022 with 1 in 10 new vehicles being electric and this growth is not expected to stop any time soon. At Agnew Leasing, just over 12% of our live car fleet is EV with 25% of our car order bank being EV, so it is clear to see how this will increase significantly, even in the next 12 months. More and more car manufacturers are joining the market at a fast pace with some in the process of going entirely electric. Battery technology will improve, and costs are expected to continue to decrease, which should be good news, coupled with government incentives, will make EV’s more accessible to a wider range of consumers. Overall, the EV market is expected to see significant growth in 2023, with advances in technology and a further focus on infrastructure. The main goal being to make it as convenient, practical, and cost effective as possible to own and EV.
By 2030, sales of new petrol and diesel cars will be stopped in the United Kingdom. This had originally been due to happen by 2040, but the date has since been brought forward by ten years. Put simply, the proposed ban means that no new petrol or diesel cars will be sold in the UK past 2030 with new hybrids being given a stay of execution until 2035 on the condition their zero-emission-mode can cover a significant distance, although this distance hasn’t been set by the government yet. The ban will not affect the sale of second-hand vehicles. So you can see why there is such a surge in the manufacturing of EV product and the development of the infrastructure to satisfy this demand.
To read more of the Let’s Talk Leasing interviews follow the Agnew Leasing LinkedIn page or visit www.agnewleasing.com
Musgrave NI is ambitiously focused on pursuing new commercial opportunities and acquisitions to grow its food retail brands –SuperValu, Centra and Mace. New Business and Acquisitions Manager Barry Holland, discusses the opportunities available.
“The Musgrave Group is a 7th generation family-owned business, now 146 years old, and Growing Good Business is our fundamental purpose. We are committed to creating a sustainable, profitable business that benefits our shareholders, our people, our retail partners, the local communities we serve, and the wider economy,” explains Barry.
“Redefining retail is our mantra. Our stores constantly evolve to meet the changing needs of the modern customer and we’re well underway with an £18m store investment programme to grow our network and refurbish existing stores. We have exclusive food-togo brands including Moo’d Ice-Cream, Green Kitchen and Rotisserie Chicken and offer exclusivity on alcohol ranges via our Drinks Inc business while our gourmet coffee brand, Frank and Honest, is the number one on-the-go coffee brand on the Island of Ireland. We have also pledged a £3.6 million sustainability fund for our retailers, aimed at empowering them to achieve net zero carbon by 2040.”
“With over 220 stores across the SuperValu, Centra and Mace brands, our retail partners are the life blood of our business and supporting them to ensure their success is core to our operations. We have seen many partners grow their portfolios from one store to two, three or four stores – this level of growth and loyalty reflects the strength of our brands.
“We are always on the look-out for new opportunities - whether that’s identifying a greenfield site for a new development, changing the use of an existing business or competitor conversions and would encourage any interested parties to get in touch.”
Contact Barry on 07795 965204 or via email barry.holland@musgrave.ie
Serves 4
Kcal/618 Fat/6g Saturates/1g Carbs/78g Sugars/18g Fiber/11g Protein/57g Salt/1.3g
Galgorm Collection are celebrating World Wellness Weekend this September, which aims to inspire and empower people to make healthier choices and enjoy an active lifestyle with family & friends. The Old Inn Executive Chef Gavin Murphy has shared a delicious and nutritional recipe for you to enjoy cooking at home!
1. Preheat oven to 200°C.
2. In an oven proof frying pan, add olive oil and diced onion, cook slowly until tender.
3. Add in paprika, chipotle paste, broccoli and stock.
4. Stir in orzo, then transfer to oven for 10 minutes.
5. Remove from oven, then stir in peas and half the herbs
6. Place the smoked cod onto the orzo pasta.
7. Drizzle with olive oil, then season with paprika, salt and pepper.
8. Place back into oven and cook for another 10-12 minutes until the fish is cooked and the orzo is tender.
9. Mix the remaining herbs with yogurt, squeeze in half a lemon and serve with the dish.
THEOLDINN.COM
· 2 Tablespoons Olive Oil plus a little for Drizzle
· 200g Chopped Onion
· 2 Teaspoons Smoked Paprika
· 2 Teaspoons Chipotle Paste
· 400g Tender stem Broccoli
· 800ml Hot Vegetable Stock
· 300g Med Orzo
· 1 Teaspoon Bunch Chopped Dill
· 2 Teaspoons Chopped Flat Parsley
· 100g Frozen Garden Peas
· 3 Skinless Cod Fillets (approx 150g each)
· 300ml Fat-free Yogurt
· Half of Lemon
· Salt & Pepper
Early this year I told listeners on BBC Radio Ulster that if they use home heating oil they might want to consider filling their tanks in the spring as experts were forecasting a rise in oil prices later in the year.
This turned out to be reasonable advice. Consumer Council figures suggest 500 litres of oil cost in the range of £300 - £330 from April to June while at time of writing the price had increased to more than £350. But I had the cause of this price rise all wrong – it has mostly been about oil producing countries cutting back on production in the face of relatively weak demand.
At the time I was quoting from an International Energy Agency forecast which suggested that China’s economy could come roaring back with the end of draconian Covid restrictions, driving global demand for oil and so pushing up prices.
But China’s post-Covid boom has simply not happened. Growth is slowing, some prices are falling, foreign direct investment and exports are down.
High youth unemployment figures have become so inconvenient to the one-party state that they will no longer be published.
So, what’s gone wrong with one of the world’s major engines of economic growth? China-watchers have a variety of explanations: greater economic scarring from Covid compared to other economies, a general slowdown in global goods trade which hits Chinese manufacturing or the impact of the ‘economic war’ with the US which is hitting China’s ability to compete in some high-tech sectors.
But the key factor appears to be something that we’re familiar with in this part of the world – a hard landing
from an unsustainable property and construction bubble.
In the two decades between 1997 and 2017 construction and real estate went from less than 10% of China’s domestic GDP to almost 30%.
This represents a world historic process of urbanisation and poverty reduction –perhaps 500million people flowed from the countryside to the cities. With them came new housing and all the attendant infrastructure: roads, railways, dams and power stations.
This was real and spectacular economic progress but eventually a significant chunk of this activity shaded into debt-fuelled speculation.
In 2020 the Chinese government introduced new financial regulations which were an attempt to deflate the bubble in a controlled fashion – a policy goal which is very difficult to get right.
The new regulations quickly led to Evergrande, the biggest and most indebted developer, defaulting on its debts which it is still trying to restructure.
Now another big developer, Country Garden, is in trouble and there seems to be a general ebbing of confidence in the property market.
Alongside this local governments, which can be equivalent in size to European nations, are creaking under the debt piles used to fund all that infrastructure.
As we know a fall in confidence can quickly lead to a downward spiral of credit crunch, forced selling and falling prices. This is particularly acute when a third of your economy is tied to property and construction.
In the aftermath of the financial crisis of 2007 and 2008 the Chinese government sought to stimulate its economy by pouring more money into
infrastructure projects but that response has now almost literally run out of road.
So, it is not clear what they will do this time. Some analysts have suggested that the right policy is to press on with the attempted deleveraging started in 2020 but to do so decisively: recognise losses, bankrupt the most indebted developers and local authorities and recapitalise the banks.
This would quickly allow financial resources to be redirected into the productive parts of the economy. But even in an authoritarian state like China it would not be straightforward. It would be a challenge to social cohesion to tell your urban middle class that their property wealth was largely illusory.
Even if a painful restructuring can be achieved a big question still remains about China’s future economic model. That question is often framed as ‘Can China get rich before it gets old?’
This means can it develop beyond middle income status before an aging population locks in a structural economic slowdown?
Almost 40 years of the one child policy has made this a huge challenge and last year the country recorded its first population decline in 60 years.
The Chinese government is now trying to boost the birth rate but the experiences of Japan and South Korea show how difficult this will be.
Despite its problems China remains a source of economic dynamism – it dominates green energy supply chains and its electric car manufacturers are about to give the European car industry the fight of its life.
But its transition to an aging society could yet bring economic, political and security turbulence far beyond its shores.
