Ambition Issue 61 (November/December) by NI Chamber of Commerce and Industry

AMBITION MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

NOVEMBER/DECEMBER 2023

ISSUE 61 £2.95

EY NI CREATES 1,000 NEW OPPORTUNITIES Ambition talks to EY’s Rob Heron and Judith Savage about social impact and the ﬁrm’s plans for expansion.

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NOVEMBER/DECEMBER 2023 ISSUE 61

Contents

Lynsey Mallon Looks to the Future at the Helm of Arthur Cox.

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 Tel: 028 9066 3311 Printed by: W&G Baird, Antrim. Front Cover Photo by: Matt Mackey, Press Eye.

At a Glance NEWS: 08 Member News 10 Member News 12 Member News

COLUMNISTS: 18 Jane Shaw 20 Louise Black 22 Kate Marshall 92 David Wilkinson 96 John Campbell

NI CHAMBER: 24 CEO Update 25 Festival of Business 26 NI Chamber Awards 28 NI President's Banquet 30 NI Chamber News 32 Quarterly Economic Survey 39 NI Chamber Events Gallery

FEATURES: 16 My Ambition is to... 36 SONI 40 Solmatix 42 Ulster Carpets 44 TLT 46 Stenaline 48 Arthur Cox 50 Cathedral Eye Clinic 56 Dream Mentoring 58 Strategic Power 60 Queen's University Management School 64 Alchemy 68 FinTru 71 Stairway to Seven

72 78 80 81 84

Cleaver Fulton Rankin Appointments Ulster University Danske Bank GMcG

LIFESTYLE: 88 Business Class Motoring James Stinson 95 Dine & Wine Gavin Murphy

40 52 Cover Story

AMBITION MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

NOVEMBER/DECEMBER 2023

ISSUE 61 £2.95

72 EY NI CREATES 1,000 NEW OPPORTUNITIES Ambition talks to EY’s Rob Heron and Judith Savage about social impact and the firm’s plans for expansion.

EDITORIAL

President’s Perspective

Great Global Ambitions

n Thursday 9 November, I had the enormous privilege of hosting the 2023 NI Chamber President’s Banquet.

It was an exceptional night in the company of more than 900 business, political and civic leaders, as together we celebrated the success of exciting local companies who are excelling on the world stage. In NI Chamber’s 240th year, we were also delighted to be joined by Ireland Captain Johnny Sexton, a phenomenal ‘global player’ who was a very popular guest indeed! The founders of our Chamber were the business giants of their day; leaders in banking, linen and shipbuilding. We are proud that more than two centuries later, our banquet was packed full of businesses who share the great global ambitions of those founding members; leaders in med-tech, cyber-security, advanced manufacturing, agri-food, education, the arts and so many more. On the night, I spoke about why we can look back on 2023 as a year that’s been an important one for Northern Ireland – a year in which we’ve been the focus of international attention in a good way. During visits from world leaders and international delegations, the business community excelled itself and presented a compelling proposition as to why Northern Ireland is such a good place to do business. But of course, I reflected on the opportunity cost of the continued absence of an Executive at Stormont; vital time has been lost for decisions about spending and overdue reforms on health, climate change, planning and so much more. As we’ve repeatedly stressed, a fully-functioning, stable Executive is our most urgent priority. We need an Executive that lasts, that takes tough decisions and delivers on its priorities. Business understands the scale of the challenge ahead of any new Executive. In fact, we want to work in partnership with Ministers so that together, we can move beyond defining problems, to designing solutions. That’s an offer we made publicly at the event and will continue to extend. Because despite the challenges, our 2023 banquet was filled with positivity, and I am more certain than ever about our capacity to grow and expand the region’s global impact. We and our members are ready and willing to start co-designing and co-delivering on workable new ideas, right now – we sincerely hope that’s an offer a restored Executive will be able to accept soon.

Cathal Geoghegan, President, Northern Ireland Chamber of Commerce and Industry

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NEWS

Partnership paves the way for Collaborative Growth The Belfast City Region will be redefined by a new initiative bringing together leaders from across the public, private and third sector. Chaired by Joe O’Neill, Chief Executive of Belfast Harbour, the Belfast City & Region Place Partnership will see all stakeholders across the region continue to work together to create spaces and places that sustainably boost employment, improve tourism and cultural infrastructure, deliver homes and support community and neighbourhood regeneration. He was speaking at an event in the City Quays 3 development in Belfast Harbour where over one hundred business leaders and representatives from across the city region attended the partnership’s launch. Councillor Clíodhna Nic Bhranair, Joe O’Neill (Chair Mr O’Neill said: “This is a time of unique possibility for this great city and wider of the Belfast City & Region Place Partnership and city region. The coming together of these partners in a commitment to creating Chief Executive of Belfast Harbour); Nick Walkley spaces and places where people want to invest, live, study, work and visit cannot be (Avison Young) and Jenny Jackson-Smyth (Ulster underestimated. University). “With collaboration stronger than ever before, we must be unashamedly ambitious for our city region and work together to keep bringing our story across the globe and to the right audiences, highlighting the very best that we have to offer.” The initiative has gained further momentum as Belfast City Council embarks on the search for a seasoned, long-term partner to aid in delivering over half a billion pounds worth of multi-site, residential-led, mixed-use developments across the city.

Steven Bartlett at the ScaleX Summit in Belfast.

McQuillan Companies unveils 3-year partnership with University Academy

The Diary of a CEO's Steven Bartlett takes to the stage at ScaleX Summitt

Construction and Waste Management business, McQuillan Companies, has announced a new three-year sponsorship with Ulster University as part of its developing excellence in industry through education and sport. The sponsorship with Ulster, which runs from 2023-2026, will see McQuillan Companies sponsor the Gaelic Academy which is this year celebrating 50 years, supporting its football, hurling, camogie and handball teams. Bank of Ireland receives Gold Investors in Diversity EDI Mark Bank of Ireland has been awarded the Gold Investors in Diversity EDI Mark – the highest accreditation awarded by the Irish Centre for Diversity, Ireland’s leading awarding body for equality, diversity and inclusion accreditation. The Gold accreditation recognises Bank of Ireland’s actions, policies and processes to continuously improve EDI right across the organisation and at all levels. The accreditation follows Bronze in 2020 and Silver in 2022 demonstrating ongoing progress by the Bank over the past three years.

The ScaleX™ Summit, a transformative one-day conference, brought together over 500 business leaders and entrepreneurs from across UK and Ireland for a gathering in ICC Belfast. Entrepreneur Steven Bartlett, host of the UK’s top podcast, ‘The Diary of a CEO,’ and the youngest participant on BBC’s Dragons’ Den, took to the stage as one of the key speakers. He was joined by the likes of Professor Damian Hughes, author of High Performance: Lessons from the Best on Becoming Your Best; Marga Hoek, one of the most influential and knowledgeable speakers on sustainable business and capital; ‘the da Vinci of visionary leadership’, Oleg Konovalov; and serial entrepreneurs Nick Bradley and Jack Daly. Steven Bartlett is a multifaceted entrepreneur. He has founded a number of successful businesses and has launched his own private equity fund, Flight Fund. He has a robust portfolio of investments in sectors ranging from health and wellness to blockchain technologies, biotech, and social media, with notable investments in Huel and Zoe. Co-founder of ScaleX Summit, Brendan McGurgan, said: “We’re really excited to bring this line-up of incredible speakers to Belfast for this ground-breaking summit, bringing together a powerhouse ensemble of world-renowned experts whose insight, wisdom and sector expertise are a real source of inspiration to business leaders across this island.” Co-founder Claire Colvin added: “This esteemed line-up embodies our vision to build a thriving community of ambitious business leaders, all equipped with the insights, connections and tools to transform their businesses. ScaleX Summit is an opportunity to learn from the best and create flourishing, scalable businesses that contribute positively to their communities, society and the wider economy.”

Award win for McAvoy

Offsite manufacturer, McAvoy, has won Healthcare Project of the Year at the 2023 Offsite Awards for delivering urgent ward space at two of University Hospitals Birmingham’s (UHB) hospitals. Receiving the largest number of COVID-19 patients in the country at the peak of the pandemic, the two modular 48-bed wards at UHB’s Good Hope Hospital and at Heartlands Hospital was instrumental in enabling the Trust to boost capacity and tackle waiting lists following the impact of the pandemic. McAvoy worked collaboratively with the Trust to design and configure the SmartCare modular solution to make the best use of the available space on both sites.

ALG in new partnership with Arts and Business

A&L Goodbody Northern Ireland LLP has announced a new partnership with Arts & Business NI on the Leaders on Arts Boards Programme, a pioneering professional development and board placement initiative. The programme brings together individuals of all ages, abilities and backgrounds who are interested in developing their leadership skills by volunteering on the board of a local arts or cultural organisations.

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NEWS

Oyster Nursery installed at Belfast Harbour Belfast Harbour, in partnership with Ulster Wildlife, has installed an oyster nursery in the port to help restore the native population of the species, improve water quality and boost marine biodiversity. The nursery, which is the first of its kind to be introduced to a Rachel Millar (Ulster Wildlife); Dr Dave Smyth commercial shipping channel in Northern Ireland, is located off the (Ulster Wildlife); Simon Gibson (Belfast Harbour) pontoon at the AC Marriott Hotel at City Quays. It will be home to around 600 native oysters, which prior to installation were cleaned, measured and screened for disease by a group of volunteers, including Ulster Wildlife representatives and employees of Belfast Harbour. With appropriate maintenance and care, the oysters introduced to the waters at Belfast Harbour will release millions of larvae which will form reefs on the seabed, providing habitat for a variety of other marine species. This will have a positive impact on marine biodiversity in the area, as well as the revival of the native species.

NI Economy expected to Grow by 0.6% in 2023

Visit Belfast kicks off new tourism partnership with Irish Football Association

The NI economy is expected to grow by around 0.6% in 2023, leading growth outside of London, according to the latest edition of PwC’s UK Economic Outlook. PwC’s UK economics team expects the UK economy to grow by around 0.5% in 2023 and 2024 and is likely to avoid recession. This is an improvement over PwC’s April Economic Outlook prediction of 0.1% growth for 2023, although economic activity is likely to contract in the third quarter this year.

The Irish Football Association and Visit Belfast have joined forces in a significant strategic partnership designed to maximise the opportunities for sports tourism. The three-year tie-up will also see the two organisations work closely to boost the development of female participation in sport while promoting Northern Ireland’s National Football Stadium at Windsor Park as a premier venue for conferences and business events. The 18,500-capacity stadium enjoys a busy yearround calendar of local and international sporting fixtures and events, while the Irish FA has a strong and growing focus on the development of women’s and girls’ football in which it continues to invest. The partnership with Visit Belfast will not only help to promote women’s football to new audiences, it will also underline and promote the National Stadium’s credentials as a premier venue for events, supporting Belfast’s reputation as the world’s best conference destination with its solid line-up of hospitality surroundings. Irish FA Chief Operating Officer Graham Fitzgerald said: “Our five-year corporate strategy to 2027 covers every aspect of football across Northern Ireland, from improving performance and participation levels to improving facilities, generating revenue, engagement, women’s and girls’ football and corporate social responsibility.” Visit Belfast said the partnership will utilise its destination marketing approach and the many synergies associated with the National Stadium, its leading event spaces and sporting fixtures, to help maximise visitor numbers and enquiries.

ProfileTree picks up silver award Digital marketing agency ProfileTree won the Silver Award for ‘Tech Family Business of Year’ in the recent Irish Family Business Awards. Founder and director Ciaran Connolly said the accolade “represents our unwavering commitment to staying ahead of the latest technological advances and ensuring that we provide a top-class service to our clients. With our recent integration of AI technologies, this award is especially reaffirming in that we are doing the right thing and continuing to provide value in the digital marketing landscape.” McKeever Hotel Group set for growth under new leadership structure The Antrim-based hospitality business has revealed its strategic three-year plan, which includes the growth of its operation on an all-island basis and across its existing hotels in NI and Donegal. The ambitious strategy, which coincides with the group’s 30th anniversary, aims to increase turnover to £60million though the next three years, with further acquisitions and hotel management contracts included in the growth plan. New contract for Farrans Building and civil engineering contractor, Farrans Construction, has been appointed by Inspired Villages to begin construction of a £45m retirement community in Sonning Common, South Oxfordshire. Farrans’ first phase of works will include 73 high-quality, bespoke homes for over-65s and a state-of-the-art wellness suite within the village centre.

Stephen Bogle (Irish FA); Rachael McGuickin (Visit Belfast) and Graham Fitzgerald (Irish FA).

Andras Hotels completes restoration of listed bank building A former bank building in Portrush has been brought back to life following a £2.5m restoration project. The listed building, originally built in 1898 for the Belfast Banking Corporation, has been converted to serviced apartments and a café bar by Andras Hotels, Northern Ireland’s largest hotel group.

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NEWS

Belfast City Airport’s Aspire Lounge Opens following £1.2m Investment After a £1.2m investment into the facility, the Aspire Lounge at Graham Allen, Belfast City Airport reopened during the summer with capacity Katy Best and increased by 70 to accommodate 178 passengers. Matthew Hall. Speaking at the recent official opening event, Katy Best, commercial director at Belfast City Airport, commented: “We are excited to unveil our new Aspire Lounge to some of our most influential stakeholders, showcasing a new standard for luxury travel in Northern Ireland. “The final result is testament to our commitment to delivering an exceptional experience for passengers, further demonstrated by our dedication to providing connectivity across the UK and beyond. “Passengers now have a choice of 30 routes with our six airline partners, including major hubs such as Frankfurt, London Heathrow, Manchester, and Amsterdam. This, coupled with our speedy security times of only six minutes, means that passengers choosing Belfast City Airport will enjoy convenient and comfortable travel.” Inspired by the best bits of Northern Ireland, the Aspire Lounge features soundproof booths, private seating areas, and charging stations throughout.

Denroy achieves approved supplier status with Boeing

Anne Beggs (Invest NI); Joe Kennedy III (US Special Envoy); Kevin McNamee (Denroy Group); and Mel Chittock (Invest NI).

Weev supercharges GAA club Electric vehicle (EV) infrastructure company and charge point operator Weev has launched a new charging hub at Patrick Sarsfield GAA club, marking its first installation at a sports club. A rapid 60kW charger has been installed at the West Belfast Gaelic sports ground enabling EV drivers to charge their vehicles in under an hour.

Joe Kennedy III, the US Special Envoy to Northern Ireland for Economic Affairs, has announced that Bangor firm Denroy achieved injection molding qualification for Boeing, the first company in the UK to achieve this status, and has the capability to supply thermoplastic components to Boeing. Joe Kennedy said: “I’m very pleased to announce that Denroy has been approved as a supplier to Boeing with a view to providing interior and exterior aircraft parts. Denroy is the only UK company to secure this injection molding qualification and one of only two in Europe.” Denroy is a world leading innovator in the design and manufacture of engineered polymer components and solutions. It operates in diverse markets including automotive, defence and aerospace, and has established itself as a specialist supplier of aerospace components with a client base that includes Bombardier, Spirit AeroSystems, Airbus and Boeing. Commenting on the new supplier status, Kevin McNamee, CEO of Denroy Group, said: “Our capabilities in high performance, engineering thermoplastics has enabled us to secure this approved supplier status. We look forward to identifying, with Boeing, how we will provide interior and exterior thermoplastic components and, in turn, support our plans to grow our exports in the US and secure the future growth of our business.”

Ulster Bank introduces carbon tracking for SMEs The Ulster Bank Carbon Planner is an easy-to-use tool, created to help all businesses, not just Ulster Bank customers, which gives recommendations on how to reduce carbon emissions and tackle rising fuel and energy bills. Launched in response to customer feedback which highlighted some businesses are unaware of their firm’s carbon emissions, the online tool has been successfully piloted with a number of SMEs and is now being rolled out more widely to customers and noncustomers alike.

Henderson Retail acquires two neighbourhood stores

Henderson Retail has announced the acquisition of two neighbourhood SPAR stores; SPAR Barbican in Annalong and SPAR Anderson Gardens in Omagh. It brings the total number of SPAR and EUROSPAR stores operated by the company in Northern Ireland to 106, while a significant number of projects by Henderson Retail has also seen the expansion and renovation of stores throughout NI in recent months.

Sysco Software makes acquisition

Sysco Software, a leader in the Microsoft Dynamics 365 Business Applications sector, has announced the strategic acquisition of Integrys Solutions Limited – Scotland’s longest established Microsoft Dynamics AX and Dynamics 365 Finance and Supply Chain Partner. Paul Bingham, commercial director at Sysco Software said: “The acquisition of Integrys Solutions will enrich our client experience by combining Integrys’s intimate customer knowledge together with Sysco Software’s expertise and broader skill sets across Microsoft Dynamics 365 and the Microsoft Power Platform.”

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Seating Time between 1:00pm to 2:30pm Adults - £120 13-17 years - £60 | 6-12 years - £30 Children 5 & under – eat free Prices above are for guests joining us for lunch only. Menus are subject to change

Arriving 24th December £720 per couple for 2 nights £170 per child (6-17 years old) Children 5 and under free

Christmas PARTY NIGHTS

Festive Carveries

Friday 8th December and Saturday 16th December

Celebrate The Season with Our Festive Sunday Carveries

Work hard and party harder! Whether it’s a night out with friends, family or colleagues, you are sure to have a ball.

Enjoy a Festive family outing to get everyone in the Christmas spirit in December! The kids will enjoy a visit from Santa before Christmas. All Children attending the festive carvery will meet Santa, Mrs. Claus and the Elves, and receive a present. Don’t forget to bring your letter for Santa.

Join us for a Festive 4-course meal with sparkling wine and enjoy our live band entertainment and disco. From £50 per person Arrival 6:30pm Food served promptly at 7.30pm

3rd, 10th & 17th December, seatings between 1pm to 3pm Adults £35 | 12-17 years £20 | 6-11 years £12 Children 5 & under eat free

Email: christmas@kingfishercountryestate.com Phone: 028 9443 5500 option 2 Hilton Templepatrick, Kingfisher Country Estate, Paradise Walk, Templepatrick, Ballyclare BT39 0DD

SPONSORED FEATURE

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FEATURE

MY AMBITION IS TO... Rachel McMillan General Manager, Clockwise

MY INSPIRATION Eighteen years ago, I embraced my very first role as a sales coordinator at Dreams, marking the first step of a journey dedicated to providing unforgettable customer experiences. What made that experience even more special was the chance to collaborate with my older sister. Her remarkable ability to leave a warm, lasting impression on customers, prompting them to return just to share a greeting, was a testament to her unique charm and genuine connection. On less busy days in store, she would roleplay different sales scenarios with me, passing on her wisdom in the process. Tragically, she passed away in 2008 but she will always be my biggest inspiration in life. After receiving a first-class honours degree in international travel and tourism management, I thrived at the 5-star Culloden Hotel for five years, gaining experience across multiple departments, including restaurant service, spa membership sales and in front of house. Seeking a change in 2014, I joined Flybe as cabin crew, a role I adored despite its short duration due to the company’s financial challenges. Returning to my hospitality roots in 2015, I took on the role of conference and events sales executive at the Hilton, organising a wide range of events, from small meetings to weddings. My first decade in the hospitality industry shaped my sales and negotiation skills, equipping me to thrive in challenging circumstances. WORKING CLOCKWISE In 2018, I seized an opportunity at Clockwise, pushing me into a new industry. Initially applying for the assistant manager role, I was unexpectedly suggested for the general manager position during the interview. Surprised by the offer, I first struggled, doubting my capability to take on such a significant role. However, the faith they showed in me was humbling and served as powerful motivation to hit the ground running.

Right from the start, I had to be quick on my feet and take decisive action. I forged connections, promoted our brand, and oversaw the completion of our space. Today, Clockwise Belfast at River House is as a thriving hub, offering a diverse range of well-designed private offices, shared workspaces and meeting rooms with flexible memberships to over 100 companies. My role has expanded to encompass refining business processes, elevating service standards, and establishing unique selling points. Serving as the primary overseer of sales and performance, I also lead the team dedicated to ensuring a seamless experience for all our members. Additionally, I proudly serve as mental health champion, fostering a supportive and nurturing work environment. My commitment to the community extends beyond the workspace, evidenced by my role as a member of the board of directors at the Cathedral Quarter BID,

striving to bring about positive change and improvements for the area and its stakeholders. I have also developed a strong relationship with Young Enterprise NI working as a volunteer on various programmes for the past few years. MY AMBITION As I look to the future, I am excited to continue my journey at Clockwise. As the business continues to grow, we must keep standards high and exceed expectations. I am currently leading a project which will transform how we capture member feedback. It’s my ambition to drive success at each site and ensure every aspect of a member’s experience from onboarding to events is delivered to the highest standard. Having a healthy work-life balance as I continue to build my career is paramount. I want to spend time in service to others through volunteering and fundraising for causes that are dear to my heart such as raising awareness for Parkinson’s disease and breast cancer.

Columnist Jane Shaw The Elmfield Institute

Daily Practices to Support Better Sleep G

ood sleep is essential for overall wellbeing. It not only rejuvenates the body and mind but also supports cognitive function, emotional stability, and physical health. However, many people struggle with sleep related issues, often due to factors like stress, poor sleep habit, or medical conditions. There are many effective strategies that we can use to improve sleep so that we wake feeling more refreshed.

10 practices for improved sleep 1. Maintain a consistent sleep schedule One of the most crucial elements of achieving better sleep is maintaining a regular sleep schedule. Going to bed and waking up at the same time every day helps regulate your body’s internal clock, known as the circadian rhythm. This consistency reinforces your body’s sleepwake cycle, making it easier to fall asleep and wake up naturally. Avoid sleeping in on weekends, as this can disrupt your schedule and make it harder to fall asleep during the working week. 2. Create a relaxing bedtime routine Establishing a relaxing bedtime routine signals to your body that it is time to wind down and prepare to sleep. This routine can include activities like reading a book, taking a warm bath, practicing relaxation techniques such as deep breathing or meditation, or simply dimming the lights and reducing your screen time. Avoid stimulating or stressful activities close to bedtime. This might mean avoiding the news before bed! 3. Optimise your sleep environment Your sleep environment plays a significant role in your sleep quality. Make your bedroom conducive to rest by ensuring it is cool, dark, and quiet. Invest in a

comfortable mattress and pillows to support your body. Consider blackout curtains to eliminate light, and use earplugs if noise is an issue. Keep the room well-ventilated and maintain a clean, clutter-free space. 4. Limit exposure to screens before bed The blue light emitted by screens, such as those from smartphones, tablets, and computers can interfere with your body’s production of melatonin, a hormone that regulates sleep. To improve sleep quality, limit screen time at least an hour before bedtime. If you must use screens, consider using blue light filters or night mode settings to reduce the impact on your sleep. 5. Watch what you eat What you eat and drink can significantly affect your sleep. Avoid large meals, caffeine, and alcohol close to bedtime, as these can disrupt sleep patterns. Choose a light, easily digestible snack if you are hungry before bed. Also, stay hydrated during the day but try to limit your fluid intake in the evening to avoid night time awakenings to use the bathroom. 6. Get regular exercise Regular physical activity can help improve sleep quality, but timing matters. Exercising too close to bedtime can be stimulating, making it harder to fall asleep. Aim for at least 30 minutes of moderate exercise most days, but try to finish your workout at least a few hours before bedtime to give your body a chance to wind down. 7. Manage stress Stress and anxiety are common culprits behind poor sleep. To sleep better, consider stress-reduction techniques such as mindfulness meditation, progressive muscle relaxation, or yoga. Journaling your thoughts and concerns before bedtime

can also help clear your mind, making it easier to relax and sleep. 8. Limit naps While short naps can be refreshing, long or irregular napping during the day can interfere with night time sleep. If you need to nap try to keep it short, 20 to 30 minutes, and early in the day to avoid disrupting your sleep-wake cycle. 9. Be mindful what you consume Certain substances can disrupt your sleep. Tobacco and nicotine are stimulants that can keep you awake, so try to avoid them in the evening. Additionally some medications can affect sleep patterns, so consult your healthcare provider if you suspect this might be a problem. Scrolling distressing online news can also affect stress and therefore the body’s ability to sleep. 10. Seek professional help when needed If you have tried these strategies and still struggle with sleep, it may be time to consult a healthcare professional. Chronic insomnia, sleep disorders like sleep apnoea, or other underlying medical issues may require specialised treatment. A healthcare provider can help diagnose and address these problems, potentially through medication or other therapeutic interventions. Achieving better sleep is a worthwhile goal. Remember that improving your sleep often takes time and consistency, but the benefits to your physical and mental wellbeing are worth the effort. By maintaining a regular sleep schedule, creating a calming bedtime routine, optimising your sleep environment, and addressing lifestyle factors you can enjoy the benefits or a restful night’s sleep and wake up feeling refreshed and energised.

We source the talent. You grow the business honeycomb.jobs

Columnist Louise Black Technology Consulting Partner PwC Northern Ireland

How can generative AI be a gamechanger for NI businesses? F

rom productivity and growth to transforming how we work for the better, generative AI (GenAI) has the potential to solve problems and unlock opportunities for businesses of all sizes in Northern Ireland, and our economy as a whole.

Northern Ireland’s 10x Economy strategy has identified Artificial Intelligence (AI) as one of the technologies in which NI has genuine strengths and the potential to be a world leader in coming years. And we are well placed to succeed. Our latest PwC UK Economic Outlook showed NI is leading growth outside of London; the region is a recognised tech hub, with a strong base of software engineering skills; we are the #1 international investment location for US cybersecurity firms; and our universities are developing the next generation of talent through prestigious tech degrees. So how can businesses here harness the potential of GenAI and use it to drive opportunities that boost performance and contribute to economic growth in the region? GenAI has the power to automate and enhance aspects of almost all business operations, ranging from customer service to software development and data analytics. Northern Ireland in particular is becoming a high quality data technology hub and the growth in managed services in the region means we are well placed to capitalise on the opportunity GenAI presents. But using GenAI doesn’t come without risks. Understanding the strategic implications, opportunities and risks associated with GenAI has become a top priority for business leaders. So to help clients navigate their GenAI journeys and set themselves up

to release its full potential, we have identified five areas of focus that all organisations should consider. 1. Understand the strategic implications − you need to start by considering the strategic implications of AI on your business model - the fundamental challenges, opportunities, and threats. This will help define and inform your strategic response. 2. Focus on the opportunities for value creation − you need to balance a technical awareness of the implications for your business model, with an understanding of your organisation’s strategy, identity and culture. Then you can identify and prioritise the opportunities for value creation, in order to invest in the right areas for growth or cost optimisation. 3. Get your governance into shape − like most innovations, as a technology that is not yet in the mainstream, GenAI needs to build the trust of customers, employees and society. You need to get your organisation’s governance into shape, by designing guardrails and interventions proportionate to the level of risk, to build trust and transparency in your AI use. 4. Power up your technical infrastructure and data − to do this effectively organisations will need the right tech infrastructure in place, utilising cloud platforms, their computer power, and open APIs. Unlocking the value of data in a systemic and safe way through the cloud has the potential to power commercial and societal progress with AI.

5. Get your people, culture and workforce ready − our insights tell us that employees in the UK, including NI, are considerably more doubtful than global counterparts that AI will improve their productivity or efficiency at work. So it will be important for organisations to invest in education and upskilling to provide both reassurance and confidence that GenAI can become another superproductive tool in the kit. Globally PwC has made a £1bn investment to expand and scale AI capabilities for both clients and the wider PwC network. In the UK, we have 4,500 AI and tech specialists across the firm investigating opportunities and risks, and advising on the best way to further incorporate generative AI tools responsibly into our business. We also have strategic alliances in place, including with Harvey, an OpenAI funded startup built on Chat GPT technology, and ContractPodAI. In Northern Ireland our Advanced Research Centre, a collaboration between PwC, Queen’s University and Ulster University, is developing and deploying innovative business solutions, incorporating the latest technologies, including AI, to enable clients to overcome challenges, drive efficiency and unlock new opportunities. It’s early days but what we have seen so far has been groundbreaking. We look forward to helping our clients drive productivity and transform the way they run parts of their business. To find out more contact, visit: www.pwc.co.uk/issues/generativeartificial-intelligence.html

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Columnist Kate Marshall Coach, Speaker, Author, Facilitator

Unlocking Your Potential: A Journey through the Jungle with Professor Steve Peters

n October, I was delighted to host a Thrive Club event with renowned sports psychologist Professor Steve Peters who has worked with Olympians like Sir Chris Hoy and Victoria Pendleton, five-time snooker world champion Ronnie O’Sullivan and various sporting teams like Liverpool Football Club and the English National team. Sir Dave Brailsford has described Peters as “the best appointment I’ve ever made.” Professor Peters walked us through his new book “A path through the jungle” which follows on from “The Chimp Paradox”, his best-selling book that references his theory that your inner chimp controls a large percentage of the everyday decisions you make. Sadly, the statistics on poor mental health in UK and Ireland are increasing at alarming rates with an expected one in four adults experiencing mental health problem. So as business leaders we have a responsibility to look after our own mental health and be aware of and alert to any issue within your team. Understanding the Jungle of the Mind: With over 40 years of practice and academic research, Steve shares how our mind is a combination of our frontal, limbic and parietal brains and Steve calls these the human, the chimp and the computer. These three brains try to work together but inevitably there are conflicts and struggles along the way against each other to gain control and it’s often the chimp that wins! Professor Peters talked us through the complex landscape of thoughts,

emotions, and behaviours that can hinder our progress. Using relatable anecdotes and scientific research, he shared how our minds work and offered practical strategies to conquer selfdoubt and fear. He’s a straight talker and his stories of how the chimp can sabotage behaviours and responses often had us laughing and deeply reflecting on our own chimp! The chimp is rather tricky as it’s the emotional machine. It offers emotional thoughts and feelings so it can be your best friend or worst enemy. Interestingly, you can’t choose your chimp, we are born with it. Learn to love your chimp but manage it. Meanwhile, the human is our logical thinking – it gathers the facts, establishes the truth and then bases its beliefs on the truth. While the chimp judges others quickly and without mercy (and is unlikely to be persuaded that it is wrong!), the human remains openminded and has the ability to change its mind and see someone else’s point of view. It doesn’t personalise its viewpoint or belief and therefore doesn’t become defensive if challenged. The computer stores the information that the chimp and human have put into it and then uses this information to act for them in an automatic way. Unfortunately, most of us don’t understand our chimp (our emotive mind) and fail to realise we can manage our chimp to allow the human (the real us) to respond, we get a much better outcome to the challenges and opportunities life throws at us.

Steve Peters is not alone in sharing this message of the importance of understanding who you are and managing your mind. I love the quote from Carl Jung: “Until you make the unconscious conscious, it will direct your life and you will call it fate.” The lessons from the session for me were clear – continue to work with leaders to deliver greater self-awareness. Keep asking “who are you” and help them manage the chimp that at times runs riot with their responses. Get to know your team and their chimps! Your words and responses really matter. Take aways for me, my members and guests were many. • Seventy five per cent of what makes us effective as a human being is our EQ- emotions drive behaviour and by mastering emotional control, individuals are better equipped to handle challenging situations. • The importance of vocabulary; as an example, eliminating the word should from our vocabulary – the word should carries a burden of guilt • Bust the myth that we fear failure – we don’t, we fear the consequences of failure • By managing our inner chimp, challenging limiting beliefs, and managing our emotions, building resilience, we can navigate the jungle of life with confidence and clarity.

Did you know EV sales in Northern Ireland were up more than 100% in 2021?* With more and more people choosing electric or plug-in hybrid, isn’t it time you considered these for the future of your company? Electric & hybrid vehicles can bring a lot of benefits to your business. With Fleet Financial’s emotive offering, we are driving forward innovation and change in the sector to help make sure your company is ready for the future. So, for a fleet of one or a fleet of many, talk to us about the many benefits and bright ideas emotive can offer.

Call us on 028 9084 9777 or visit fleetfinancial.co.uk/emotive *Year-on-year figures. Source: Department for Transport

NI Chamber Chief’s

UPDATE Suzanne Wylie, Chief Executive, NI Chamber

he past few months have been the busiest and most of enjoyable of my time as Chief Executive so far.

First and foremost, it has been a pleasure for the team and I to welcome almost 50 new members. We are delighted that you have chosen to join our network and I know that you will get so much value from it. NI Chamber is a resource which is here to be used, so I strongly encourage all our new and existing members to make the most of everything that’s on offer in terms of networking, learning, raising your profile and influencing policy makers. In recent weeks, we hosted two of our flagship annual events; our spectacular President’s Banquet with special guest, Johnny Sexton and Meet the Buyer, which facilitated hundreds of potential new business meetings. That was in addition to our inaugural Future Workforce Summit, which was all about finding employer-led solutions to the people and skills challenge. Literally thousands of you have attended NI Chamber events in last quarter of the year and it’s been a pleasure for the team and I to host you. Our calendar is by no means over – from ‘In Cameras’ and round-tables with Permanent Secretaries and MPs, to workshops on innovation and business growth and of course, our December Carol Service, there is ample opportunity to get involved. In October, we published the results of our Quarterly Economic Survey for Q3 and we were encouraged to see that a majority of businesses in Northern Ireland continue to perform well. However, the report also confirmed that there are challenges in the background including inflation, recruitment difficulties and labour costs. I cannot stress the importance of this survey enough – thank you to everyone who continues to complete it. More than any other issue in Q3, members identified the absence of an Executive as a key concern and we can see the impact of that played out in indicators like business confidence, where there has been a loss of momentum. At NI Chamber, we continue to stress the immediate need for the return of a stable, fully-functioning and sustainably funded Executive. In the background, we have been actively preparing for Stormont’s return and assure members that we continue to work exceptionally hard, articulating experiences, views and partnership driven solutions. I want to conclude by saying a special congratulations to the winners of the NI Chamber Awards. Our member businesses in all sectors represent all that is good and positive about doing business in Northern Ireland and this year’s winners are exceptional ambassadors for the region, so on behalf of the Board and Executive team, very well done indeed! 24

Welcome New Members ACCA Longevity Clinic Adapt NI AMJ IT Apogee Corporation AXIA Procurement Belfast International Airport Biopax Breslin Consulting Carrickfergus Enterprise Clearer Group Climate Essentials Crust & Crumb Bakery Deli Lites Edenmore Golf & Country Club EEL Greentech Freight Partnership Greenwich Leisure Limited (GLL) Greentown Environmental Harvertech Solutions Harvey Group Immersonal Incorporate Benefits InstaVolt

JohnsonWest Co JP Coaching Kaizen Ltd Lyric Theatre Made by Mint MayWe Mediation NI MIWI Welding Institute MRKTSEARCH MXB Agency Net Consultants NI Cyber Security Centre NIACRO PeopleHawk Precision Group Real Time Digital Rodney Doherty Scan Matix Securitas Group SeeMeHired Storm Technology The Open UK Shearling Company UK Risk Management Waterways Ireland

* To become a member of NI Chamber join online at www.northernirelandchamber.com or phone the membership team on 028 9024 4113

EVENTS

Festival of Business

1. 2. 3. 4. 5. 6. 7. 8.

Kevin Cullinane (daa), Gabrielle Hicks (Openreach), Suzanne Wylie (NI Chamber), Lisa Toland (Belfast City Council), Cathal Geoghegan (NI Chamber) and Keith Barry. Expert speakers covered sales, marketing and AI on the Main Stage. Catherine McIntosh (therehuman) shared the chemistry of motivation for successful sales. Shane McQuaid (Coca-Cola HBC) discussed his experience in developing successful marketing strategies. Kevin Cullinane (daa) outlined how daa connects with its customers. Mentalist and subconscious mind specialist, Keith Barry. Delegates had the opportunity to network in designated zones. The event featured a live outside broadcast from U105.

EVENTS

NI Chamber Awards 2023

Winners

1. 2. 3. 4. 5. 6. 7.

Winners and Highly Commended entrants at a celebration breakfast in Banana Block. NI Chamber President, Cathal Geoghegan, welcomed guests. Allstate NI won the Equality Trailblazer Award which was presented to Stephen McKeown and Susan Walker (Allstate NI). Neil Eliott (Future Renewables Energy Systems Limited) won the Game Changer Award. Sarah Gunderson and Katrina Thompson (Artemis Technologies) collected the Planet Saver Award. Daniel Comiskey and Anthony McVeigh (S&W Wholesale) were presented with the Community Champion Award. Justine McGreevey and Gayle Clinghan (Henderson Group) collected the Workforce Developer Award.

EVENTS

Highly Commended

8. Suzanne Wylie and Cathal Geoghegan (NI Chamber) presented Colin Hutchinson (Fibrus) with the Rapid Riser Award. 9. Nick McDowell and Mary McAllister (Eakin Healthcare Group) collected the Global Player Award. 10. The Problem Solver category was won by Manfreight and collected by Nick McCullough. 11. Micheal Heron and Lucy Seaton (Gilbert-Ash) collected the Equality Trailblazer Highly Commended Award. 12. Suzanne Wylie and Cathal Geoghegan presented John Tougher (A&L Goodbody) with the Equality Trailblazer Highly Commended Award. 13. Suzanne Wylie, Eamonn Whelan (Sandvik) and Cathal Geoghegan. 14. Steven Murtland (FinTrU) was presented with the Workforce Developer Highly Commended Award. 15. Suzanne Wylie, Kerry McCloy (Cleaver Fulton Rankin) and Cathal Geoghegan. 16. Suzanne Wylie, Liam Duffy and Louise McKevitt (Classic Mineral Water Company) and Cathal Geoghegan. 17 Suzanne Wylie, Auveen Sands and Michelle Baird (Ulster Orchestra) and Cathal Geoghegan.

EVENTS

President’s Banquet 2023 More than 900 people gathered in ICC Belfast for NI Chamber’s spectacular 2023 President’s Banquet on 9 November. The event was a celebration of ‘Global Players’, spotlighting the success of local businesses on the world stage. Guests also heard from Ireland Rugby Captain, Johnny Sexton. The 2023 President’s Banquet was delivered in partnership with NI Chamber’s Communications Partner, BT, as well as supporting sponsors ABL, Barclays, Cathedral Eye Clinic and Tughans, in addition to drinks reception sponsor, Vanrath.

NI Chamber President Cathal Geoghegan addressed more than 900 business, civic and political leaders. 2. Paul Murnaghan (BT); Johnny Sexton, Cathal Geoghan and Suzanne Wylie. 3. Barbara McKiernan (Vanrath); Shauna Graham (ABL); Johnny Sexton; Cathal Geoghegan; Patrick Brown (Tughans) and Suzanne Wylie.

4. Johnny Sexton pictured with NI Chamber’s President, Cathal Geoghegan, and Vice President, Cat McCusker. 5. Ian Talbot (Chambers Ireland); Cathal Geoghegan; Johnny Sexton and Stephen O’Leary (Dublin Chamber). 6. Cathal Geoghan, Chief Constable Jon Boutcher and Suzanne Wylie. 7. Adrian Doran (Barclays) and Johnny Sexton.

EVENTS

8. Cathal Geoghegan, Johnny Sexton and Dalreen Buchanan (Ulster Carpets). 9. Cathal Geoghegan, Johnny Sexton and Alastair Hamilton. 10. The team from Vanrath, sponsor of the drinks reception. 11. Singer Carly Paoli entertained guests.

12. Paul Murnaghan spoke on behalf of headline sponsor, BT. 13. Ireland Rugby captain, Johnny Sexton. 14. Johnny Sexton was interviewed by broadcaster Holly Hamilton.

NEWS

Niall Devlin (Head of Business Banking NI, Bank of Ireland UK) and Suzanne Wylie (Chief Executive, NI Chamber) with David Salters (Head of Sourcing at Bassetts).

Boosting the new business pipeline NI Chamber’s annual Meet the Buyer event was hosted in Ballymena for the first time this year. The major procurement showcase took place on Thursday 16 November in Tullyglass House Hotel. Delivered in partnership with Bank of Ireland UK, it saw more than 200 local suppliers pitch their products and services to twenty major buyers with significant procurement needs. They included Bassetts, Harland & Wolff, MJM Marine, NIE Networks, Translink, Belfast City Council and Ulster University, among others. Speaking ahead of the event, Suzanne Wylie, Chief Executive, NI Chamber, said: “We know that shortening supply-chains and finding local solutions to procurement needs is increasingly important to businesses. Security of supply is crucial for firms across all sectors and in many cases the procurement solution is close at hand. “This event is about helping buyers and suppliers to make new connections, which ultimately, leads to new orders and business growth. Through our unique matching process, NI Chamber will be facilitating more than 300 meetings between buyers and suppliers in Northern Ireland who can meet their specific needs. From experience, we know that this formula works, leading to long-lasting and mutually beneficial customer relationships.” Niall Devlin, Head of Business Banking NI, Bank of Ireland UK, added: “Bank of Ireland UK are delighted to partner with NI Chamber to deliver this year’s Meet the Buyer programme which aligns with our ambition to work as a valued partner with businesses, not only through funding support, but with access to advice, expertise and wider business connections. “We recognise the critical importance of our local SMEs and the vital role they play in growing our local economy and providing new employment. This event is a great opportunity for us to help businesses, large and small, to connect with each other, create new business opportunities, showcase local talent and innovation, and develop local supply chains. We are delighted to see so many local businesses get involved.” Meet the Buyer with Bank of Ireland UK is delivered as part of NI Chamber’s Learn Grow Excel programme, which is also supported by its SME Partner, Power NI.

NEWS

NI Chamber hosts Inaugural Future Workforce Summit NI Chamber hosted its first Future Workforce Summit on Thursday 26 October in Titanic Belfast. A new concept, it explored employer-led solutions to the current and future needs of Northern Ireland’s workforce. The event – delivered in partnership with headline sponsor NIE Networks and supporting sponsors PwC, Henderson Group and Workplus – brought together business leaders, policy makers and educators to share ideas and best practice. Attendees heard from keynote speakers including Gordon Parkes (Executive Director of People and Culture, NIE Networks), Suzanne Wylie (Chief Executive, NI Chamber) and Marguerite Shannon (Senior Economist, Ulster University Economic Policy Centre). Keynote addresses at the half-day event were interspersed with panel discissions and interactive workshops designed to encourage collaboration and the sharing of ideas and experiences among peers. Speaking ahead of the event, Suzanne Wylie, Chief Executive, NI Chamber, said: “Access to the right blend of people and skills is one of the most significant challenges facing our member businesses. This summit is about tackling the issue by uncovering employer-led solutions. More than a forum for discussion, it is about ideas, collaboration and, ultimately, solutions. It is a unique opportunity to get all the actors in the process in the

same room with a razor-like focus on one of the biggest potential impediments to economic growth in Northern Ireland. “As a working population we are young, talented and innovative but as a business community, there is an onus on us to play a greater role in attracting, developing and retaining world-class talent in Northern Ireland. Doing so has the potential to unlock significant potential, which is what makes this event so exciting.” Gordon Parkes, Executive Director of People and Culture at NIE Networks added: “NIE Networks, is delighted to sponsor NI Chamber’s inaugural Future Workforce Summit. NIE Networks is planning to invest around £3 billion over the next 10 years to ensure that the electricity network is ready to facilitate net zero – this includes the creation of more than 1,000 jobs. These exciting roles will be pivotal in making Northern Ireland a greener, cleaner and more prosperous place to live for generations to come. “However, the green energy sector – like other sectors in Northern Ireland, will need the best skilled talent to ensure the sector and the wider economy in Northern Ireland – reaches its full potential. As such, it is incumbent on us as employers, government and the education sector to collaborate effectively and take ownership of developing the talent pipeline. The Future Workforce Summit therefore is a timely opportunity to hear new ideas, share learning and explore concepts to help attract and retain the best talent and we look forward to being part of it.”

Gordon Parkes (NIE Networks); Richard Kirk (Workplus), Louise Black (PwC); Cathal Geoghegan (Henderson Group) and Suzanne Wylie (NI Chamber).

FEATURE

Business Survey: Trading environment is Positive but Confidence takes a Slight Dip • The trading environment remains largely positive, with 77% of businesses performing well or reasonably well. • And more businesses are reporting increasing employment, confidence and investment intentions than those reporting a fall this quarter. • However, business confidence has taken a dip after a period of recovery. • And 55% of members are seeing some slowdown in demand, although for most only a little (43%). • Inflation is a pressing issue but concern around it shows positive signs of easing.

Whilst the trading environment continues to be largely positive for businesses, there are signs of some challenges. A new report from NI Chamber and BDO NI found that in Q3 23, more businesses were operating below capacity, confidence has taken a slight knock and less recruitment is taking place. Price pressures are easing but inflation remains a very significant concern, with labour costs dominating pressures to raise prices. According to the Quarterly Economic Survey findings, the share of businesses performing well (34%) or reasonably well (43%) remains high at 77% but is down from 83% in Q2. Just over 1 in 5 (21%) are covering costs/struggling, which is up from 17% in Q2. Slightly over 1 in 2 (55%) NI Chamber members are seeing some slowdown in demand, although for most (43%) only a little. Around 1 in 10 experienced a significant slowdown in demand in Q3. CONFIDENCE Business confidence took a dip in both manufacturing and services in Q3 23,

after what had been a period of recovery. In terms of confidence in turnover growth in the next 12 months, the balance is +32% (+44% Q2) for manufacturers and +42% for services (+53% Q2). Members are less certain around profitability growth for the next 12 months. In Q3 23 both balances were positive with a balance of +4% manufacturers and +13% services expecting profitability to grow in the next 12 months. This compares to +24% for both sectors in Q2 23. PRICES AND COSTS Expectations to raise prices stabilized in Q3 after easing for a few quarters. Expectations to raise prices are higher in services than manufacturing. In Q3 23 the balance of manufacturers expecting to raise prices was +31% and for services +43%. This is down considerably from a peak of +88% for manufacturers in Q1 22 and for services at +76% in Q4 22. Inflation continues to be a pressing concern for members but shows positive signs of easing, particularly for manufacturing companies. In Q3 23, 63%

of manufacturers reported inflation as a greater concern than 3 months ago, down from 76% in Q2 23 and 91% in Q3 22. In the services sector, 75% are reporting inflation as a key concern, compared to 74% in Q2 23 and 91% a year earlier. Interest rates are a concern for just over 2 in 5 businesses. Labour costs remain the biggest price pressure for both sectors, although some other cost pressures appear to be easing. In Q3 23 83% (85% Q2) of manufacturers and 84% (76% Q2) of services firms reported that labour costs are a key pressure on them to raise prices. The pace of energy cost inflation has continued to slow and fewer firms are reporting pressure from utility and fuel costs. Over the last year, the share of manufacturers reporting utilities as a pressure to raise prices has fallen from 91% to 64% and in services from 82% to 64%. TRADING ARRANGEMENTS In Q3 23 members were asked about the potential impact of the Windsor Framework on their business and the

FEATURE

Maureen O’Reilly (Economist), Brian Murphy (BDO NI) and Suzanne Wylie Chief Executive.

economy. From a business impact perspective, 10% of members are very positive about the potential impact of the Windsor Framework, 24% are positive, 35% are neutral and 14% are negative. 11% believe it is too early to say. The total percentage of members who are positive about the Framework’s impact on their business is down from 44% in Q2 to 34% in Q3. From an economy perspective, 13% of businesses are very positive about the Windsor Framework’s impact on the economy and 36% are positive. 8% are negative and 5% very negative about its impact on the economy. AREAS OF CONCERN Survey respondents were asked to identify their main areas of concern for their business – the most significant responses were the lack of an NI Executive and inflation. This was followed by issues including planning, skills and supply chains. INNOVATION Most member businesses said they believe that their business is innovative, with 28% of businesses believing they are highly innovative and 53% moderately innovative. However, almost 1 in 5 (14%) believe they have limited innovation and 3% say they are not very innovative. Manufacturers and large firms (250 or more employees) are more likely to rate themselves as highly innovative. Two in 5 manufacturers believe they are highly innovative compared to 25% of service businesses.

Speaking about the survey results, Suzanne Wylie, Chief Executive, NI Chamber said: “We are encouraged to see that a majority of businesses in Northern Ireland continue to perform well. However, this report confirms that there are challenges in the background including inflation, recruitment difficulties and labour costs, all of which have the potential to impact business growth. “More than any other issue, members identified the absence of an Executive as a key concern and we can see the impact of that played out in indicators like business confidence, where there has been a loss of the positive momentum gained in the first two quarters of this year. In such a difficult trading environment, particularly for manufacturers, NI Chamber has repeatedly stressed the urgent need for the Executive to return. The issues are stacked up and while we know that having Ministers in place won’t solve all the problems overnight, the absence of a functioning executive exacerbates the challenges and inhibits our ability to maximize opportunities. “At NI Chamber, we’ve been closely monitoring the impact of new trading arrangements since they were first announced and as we have indicated previously, sentiment around the implementation of the Windsor Framework should be expected to fluctuate as we move through the various stages of implementation. Whilst the largest category of respondents is positive about its impact on the economy, this Quarter’s findings serve as a reminder

to the UK Government about continuing to work with businesses in a timely fashion, and the need to drive efficiency in new processes through the next implementation phases.” Brian Murphy, BDO NI Managing Partner added: “There is much to welcome in the latest QES results, notably that 77% of responding businesses are performing well, with positive balances also recorded for expected growth in turnover and profitability. One area where NI is leading the way is cashflow – the life blood of all businesses. Local firms are now reporting stronger cash reserves than at any point since Q1 2015 and crucially it is the first time since 2018 that we have been able to report positive cashflow balances for two consecutive quarters. “Although local businesses are still facing the threat of inflation, greater energy costs and increasing labour costs, it is important to reflect on how far we have come over the last three years. That local businesses are performing as well as they are, is a testament not only to their resilience but also to their willingness and ability to adapt. With 81% of local firms identifying as being innovative, there is no doubt that this will be one of the main reasons why business performance in Northern Ireland has been so strong. This is encouraging and again only illustrates that by managing its cashflow and embracing innovation, local businesses know how to manage uncertainty and to plan positively for the future.”

FEATURE

Brian Murphy, Managing Partner, BDO NI, discusses the latest QES findings

BDO NI Commentary:

“There is much to welcome in the latest QES results, notably that 77% of responding businesses are performing well, with positive balances also recorded for expected growth in turnover and profitability. Although local businesses are still facing the threat of inflation, greater energy costs and increasing labour costs, it is important to reflect on how far we have come over the last three years and not just the last three months. “Over this period local firms have experienced the worst of the pandemic, the uncertainty around Brexit and the NI Protocol, the cost of living and doing business crisis, the lack of a local Executive and, of course, rising inflation. That local businesses are performing as they are, is a testament not only to their resilience but also to their willingness and ability to adapt. With 81% of local firms identifying as being innovative, this will no doubt be one of the main reasons why business performance in Northern Ireland has been so strong. “In the aftermath of the UK’s mini-budget last autumn and the period of economic instability that followed, it would have been unimaginable at the time to think that we would be reporting such momentum in the local business community. Of course, the challenges remain, however with the QES reporting that the pressures of utility and fuel costs are easing, and the threat of inflation is not as great as it was twelve months ago, there are grounds for optimism. “One area where NI is leading the way is cashflow – the life blood of all businesses. Local firms are now reporting stronger cash reserves than at any point since Q1 2015 – nearly a decade ago – and crucially it is the first time since 2018 that we have been able to report positive cashflow balances for two consecutive quarters. This is encouraging and again illustrates that by managing cashflows and embracing innovation, businesses in Northern Ireland know how to manage uncertainty and to plan for the future. “With over 70% of firms recruiting, it is still concerning that 84% of services and 80% of manufacturing businesses are reporting difficulties in finding suitable candidates to fill these roles, with many companies operating at below capacity. The greatest concern for businesses is the absence of an NI Executive. We need Ministers in place to address the skills shortage, to provide clarity around the Windsor Framework, to support investment and above all to take the decisions necessary to let our local businesses continue to grow and thrive. “Businesses have been able to deliver positivity in the absence of Ministers, but a restoration of the institutions would bring the stability, decision-making and accountability needed to allow for greater private sector investment and growth, enabling Northern Ireland to truly fulfil its potential and become an economic powerhouse on these islands.”

I N PA RTN E R S HI P W I TH

NI CH AMBE R & BDO NI

Quarterly Economic Survey Q 3 2023

Business Conditions

Prices & Costs

77%

55%

62%

74%

are currently performing well/

have seen some slowdown in demand

are more concerned about inflation than

are under pressure to raise prices because

reasonably

albeit only a little for 4 in 5

3 months ago

of rising labour costs

Innovation

Windsor Framework

81%

43%

of businesses believe

of large firms

they are innovative and 28% believe they are highly innovative

(250+) and 40% of manufacturers believe they are highly innovative

Energy Costs

56%

of businesses have seen energy cost

of members have seen a reduction in

increases of up to 30% over the quarter with costs still rising for most but increases smaller

energy costs this quarter and 18% no change

34%

49%

34% are positive about the potential

of members are positive about the

impact of the Windsor Framework on their business while 14% are negative. 35% are neutral and 11%

potential impact of the Windsor Framework on the NI Economy while 13% are negative. 17% are neutral and

believe it is too early to say.

15% believe it is too early to say.

188 members responded to Quarterly Economic Survey for Q3 2023. Note: The ‘balance’ refers to the difference between the % of firms reporting an increase in a key indicator minus the % reporting a decrease.

www.northernirelandchamber.com

FEATURE Dr Peter McNaney CBE and Alan Campbell.

SONI Powers up for the Future with New Independent Board SONI is Northern Ireland’s Transmission System Operator (TSO). It ensures power can flow safely, securely, and reliably through the electricity grid from where it is generated, by the private companies who own power stations, wind turbines and solar farms, to where it is needed in homes, farms and businesses across Northern Ireland.

FEATURE

he grid operator recently announced the appointment of a new independent board – the first step in a process to implement a new suite of governance changes which will create greater managerial and operational independence from its parent company, EirGrid plc. To mark the occasion, Ambition Magazine sat down with Managing Director Alan Campbell and newly appointed Chair Peter McNaney CBE. In addition to running the electricity grid in the present, SONI looks ahead to understand and plan for Northern Ireland’s future energy needs. “Northern Ireland’s Energy Strategy and Climate Change Act sets really ambitious targets to reach 80% of all electricity consumed coming from renewable sources by 2030. We have the important task of transforming the grid and how it’s operated so it can manage more variable forms of renewable energy. “The scale of this change and transformation is unprecedented, but we have a great team of highly experienced engineers and a clear plan for how we get there. We’re entering a really significant and exciting new phase of our journey here in SONI and it comes at a hugely important time in the energy transition as a whole”, remarked Campbell, who has been SONI managing director since

2020 and the former top executive at Coolkeeragh, one of Northern Ireland’s largest power stations. SONI recently published an updated version of its Shaping Our Electricity Future Roadmap – the plan which sets out the reforms needed in the electricity system to reach the 2030 targets. The grid operator is also consulting on its draft ten-year Transmission Development Plan which details the new infrastructure required to meet Northern Ireland’s electricity needs. Alan Campbell looks forward to the momentum the appointment of SONI’s new board will provide in driving forward its core mission. “The wealth of experience and expertise that our new board offers comes at an important time for SONI. In addition to acting as strong advocates for our organisation and its people, we’re looking forward to working with them and our industry, government and regulatory partners to find new ways to accelerate our collective mission to decarbonise the electricity system for the benefit of everyone in Northern Ireland.” A lawyer and former chief executive of Belfast City Council, Peter McNaney is one of Northern Ireland’s most experienced executives and will chair the new SONI Board. “From previous experience, I understand

the crucial role SONI plays in public life here, and so I relish the opportunity to take on a leadership role in an organisation that has such an important part to play in delivering a cleaner, cheaper and more secure energy future for homes, businesses and farms across Northern Ireland,” started the new chair. “We know Northern Ireland has made significant progress to integrate renewable energy into our electricity system in comparison to elsewhere, and SONI has played an important part in that success. To build on that progress, and with less than seven years to meet Northern Ireland’s ambitious clean energy targets, we are going to have to be innovative and agile in areas such as policy and regulatory reform and openminded about doing things differently. “As a society, we are also going to have to redouble our efforts with local communities to make the case for the new infrastructure we need now to enable everyone to feel the benefits of cleaner, cheaper and more secure energy in the future.”, he added. Joining Peter McNaney on SONI’s new independent board is NIE Networks stalwart Peter Ewing, former senior Scottish Power executive Angela Love, and experienced finance and regulatory executive Charlie Villar.

Charlie Villar, Dr Peter McNaney CBE, Angela Love and Peter Ewing.

FEATURE

DR PETER McNANEY CBE (CHAIR) Peter McNaney has a wealth of experience in senior leadership roles in Northern Ireland gained in both executive and non-executive roles in corporate governance, shaping strategy and effective implementation, leading change and successfully facilitating complex partnerships. He practised as a corporate lawyer for 20 years before serving as chief executive of Belfast City Council between 2001 and 2014. As a non-executive, he was chair of the governing body of Belfast Metropolitan College and oversaw the building and move to the Titanic campus. He has also served as a member of the board of Invest NI. He is presently the senior independent director and chair of the Audit Committee of Northern Ireland Water and recently stood down as chair of the Belfast Health and Social Care Trust after nine years.

PETER EWING (BOARD MEMBER) Peter Ewing is an experienced director of finance and electricity regulation and leader of business change. With over 25 years’ experience, Peter has been closely involved in the transformation of the electricity industry in Northern Ireland since privatisation. Peter was previously director of finance and regulation at Northern Ireland Electricity and the Viridian Group, deputy managing director and director of regulation and market operations at NIE Networks, and a non-executive board member and treasurer at Radius Housing. Prior to this he was finance director at Moy Park.

ANGELA LOVE (BOARD MEMBER) Angela Love has over 30 years’ experience in the GB/EU gas and electricity markets and brings extensive expertise from across most aspects of the energy system. She started her career at Scottish Power in commercial and financial roles, latterly as UK Strategy and External Affairs Manager for Scottish Power’s non-price regulated businesses − generation, trading, retail and renewables. Angela was a consultant for 13 years, advising clients on market arrangements across gas, electricity and water and developing business strategies. Her past roles include chair of the Gas Forum, director of gas, communications and European affairs at the Energy Networks Association and director of future markets and engagement at Elexon. She is also chair of Scottish Power’s Energy Networks Independent Net Zero Advisory Committee and has recently taken up the position of chair of the Cadent Gas Customer Challenge Group.

CHARLIE VILLAR (BOARD MEMBER) Charlie Villar is an executive with finance, operations, and transformation experience. He has worked on boards, as well as with senior officials, regulators and ministers across electricity, post, telecommunications, broadcast media, and water sectors in GB, NI and Europe. In these roles, he has developed a diverse understanding of the regulatory, economic and commercial drivers across a range of industries, and how to lead organisations through major transformations.

EVENTS

NI Chamber Events Gallery

1. Phil Murray (NI Chamber), Sam Davidson (Henderson Group), Cathal Geoghegan (NI Chamber), Paula Leathem (NIE Networks), Richard Kirk (Workplus) and Richard Welsh (PwC) at the Future Workforce Summit. 2. Andrew Kirke (Tughans) addressed the audience at a Future of Skills event. 3. Alan Bridle (Bank of Ireland) provided delegates with an economic overview at a recent business breakfast. 4. Pictured from Cleaver Fulton Rankin are Michael Boyce, Jude Copeland, Brendan Martyn, Florence Smith, Stephen Cross and Jonathan Campbell (NI Chamber). 5. Seamus McGuckin (AIB), Eddie McGoldrick (The Electric Storage Company), Suzanne Wylie (NI Chamber) and Russell Smyth (KPMG). 6. Kailash Chada (Phoenix Energy), Suzanne Wylie (NI Chamber), Dominic Darby (Invest NI), Caoimhe Archibald MLA (Sinn Féin), Michelle Scott (Department for the Economy) and Gordon Lyons MLA, (DUP). 7. Ian Forrester (NI Football League) explored how sales and marketing teams are vital for a business’s success at a regional networking event. 8. Louise Skeath (SDG), Suzanne Wylie (NI Chamber), Dr. Byron Graham, Julie McCandless and Joanne Mallon (all Queen’s University Belfast). 9. Over 200 delegates attended Future Workforce Summit to share new ideas and best practice to recruit, retain and develop world-class people and skills for Northern Ireland.

FEATURE

Sustainable Victory Emma Deighan talks to Neville Bell, Solmatix MD, on the business’s journey from recession to renewable leadership and how valuing personal service en route to £15m turnover will be its main objective.

n the ever-evolving landscape of renewable energy, one Northern Irish company’s unique story of resilience and customer commitment stands out. Solmatix, a renewable energy solutions provider, emerged from humble beginnings on a family farm in 2008 at the height of the recession. With relentless dedication, Solmatix grew from a small venture into a thriving business with a turnover of over £6 million within five years, winning Northern Ireland Business of the Year along the way in 2015. The business was originally set up on the Bell family farm by Neville’s cousin Richard and his wife Norah-Anne. “When they asked me to join, I was originally very hesitant due to the wider economic climate,” recalls the MD. Yet, driven by a vision of designing, installing, and maintaining sustainable energy systems, Solmatix patented a groundbreaking mounting system and set out to make a difference. At its core, the business is an engineering company committed to the renewable energy sector’s growth. By focusing on reducing carbon output and overheads for its clients, both domestic and corporate, Solmatix endeavours to play a key role in the global drive towards a net zero future. As the world increasingly embraces renewable energy, the company has diversified into solar photovoltaic systems, battery storage, EV car charging, biomass boilers and solar water installations. In the early days, Solmatix primarily focused on the domestic market, ensuring that homeowners could also contribute to a greener future. “We founded the business in February 2008 when we patented a mounting system to mainly sell into trade and online sales. “From the start, Solmatix’s strategy was to be a company that designed, installed, and maintained those solutions.” And that’s what the business became. Over time, Solmatix expanded its reach to address corporate demands and started collaborating with the mechanical and electrical (M&E) sector. With a dedicated team of 20, three further

colleagues on the ground in London, and a dedicated expert subcontract team, they now operate throughout the UK and all of Ireland. “As we grew, we diversified into other renewable technologies. Additionally, during our startup phase, we focused on solar water installations and solar PV − they are core mainstream products,” Neville explains. While its growth and financial success are noteworthy, the essence of Solmatix’s achievement lies beyond monetary gains, Neville insists. “At heart, we’re an engineering company that has focused on the renewable sector to help people reduce their carbon output and reduce overheads. The whole drive to net zero is where the world is going, and we’re seeing that as we grow. “But for us, it is not merely about the bottom line; it is about making a positive impact on the environment and the lives of our customers,” he says.

Within its industry, Solmatix is the longest established here, which has stood it in good stead to become the first choice for those making the move into sustainable energy. “With over 15 years of experience, we’ve never been in a stronger position. This year will be our most successful yet, but for me, it’s less about financial growth and genuinely more about what we can do to help. The latter always looks after the former.” From completing significant orders for established names like Dennison’s, McKeown Fine Foods, A Diamond & Son (Timber) Ltd and McKinstry Skip Hire, to working on projects for renowned brands like JKC BMW, Solmatix has left a lasting imprint in the corporate world’s move to renewables. For those seeking to reduce overheads and reduce their carbon footprint, Solmatix offers solar PV and battery storage for domestic customers to largerscale installations for the commercial and

FEATURE

M&E sectors. Its niche is tailoring systems according to each customer’s specific needs ensuring it optimises space and maximises returns. Neville explains: “We’re very much about designing a system to suit your needs; it’s tailored to exactly what that need is. We optimise the best use of space; it’s about the least amount of investment but the best payback.” The move towards a sustainable future demands support from government initiatives he points out, and while Northern Ireland is currently in talks to sign up to net zero carbon power system by 2035, outside of that commitment there is still no sign of incentive schemes. “At the minute in Northern Ireland, there is discussion but there is nothing factual. There is going to have to be some kind of incentive,” Neville asserts, underlining the importance of renewed government support to drive renewable energy solutions further and achieve the net zero target. Solmatix manages the entire customer process with a focus on engagement, recognition, and gratitude. Neville continues: “Customers know we’re a safe pair of hands. When a customer comes to us, it is for me all about engagement and recognition and being thankful for that customer approaching us.”

Its methodical approach to each client begins with gathering data, conducting detailed surveys, and providing comprehensive proposals. “We then ask relevant questions for us to design a solution, for example, 12 months’ electricity bills, information on roof space area, and if they own it or not. We look at their data, the facts, and they do the talking, and that allows us to size a system.” Among its recent installations, the company supplied multiple Dennison Commercial sites, supporting its foray into the logistics sector. McKeown Fine Foods, Rasharkin Ballymena invested, with a close to one megawatt PV installation to help power their family run food processing company. It also completed a significant order — a 0.5 megawatt PV installation — at A Diamond & Son (Timber) Ltd, close to Coleraine. JKC BMW’s new service centre was another prestigious job for the firm, for which it provided over 100 kW of solar power. “Rooftop-wise that’s huge and those are household names,” Neville adds. “A testament to Solmatix is McKinstry Skip Hire Ltd, a returning customer who now generates their power for their headquarters with solar PV and are

committed to another site in Belfast to further demonstrate their partnership with Solmatix and doing their part for our environment,” says Neville. Such accomplishments reinforce Solmatix’s expertise and commitment to providing effective renewable energy solutions. Its customers, drawn from various sectors, not only recognise the value of renewable energy for their green credentials but also appreciate the cost savings it brings in the long run. Looking forward, Neville says, Solmatix’s vision remains firmly anchored in personal commitment and Neville has recently acquired the company with the support of Belfast-based investment firm Cordovan Capital from Harvey Group which has owned it since 2015, bringing it back into the Bell homestead. And while he says the pursuit of profits is not the most important objective, the projection for turnover is impressive. In the last year, it has gone from a £3.7m company to £6.5m and “our outlook and expansion is to £10m and further into £15m in the next three years,” Neville reveals. “It’s a sector that is literally in the next chapter and it’s no longer a business but an industry,” he adds.

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Celebrating 85 Years in the Community

This year, Ulster Carpets is celebrating 85 years of supporting the community.

ow a globally successful company, the leading manufacturer’s headquarters has remained on the same site in Portadown that the company was formed on in 1938. Ulster Carpets are also still owned and run by the family of founder, George Walter Wilson, and his motivation for starting the company remains central to Ulster’s philosophy. During the 1930s, like most of the UK and Ireland, people in Portadown were facing the Great Depression with traditional industries in severe decline and unemployment levels at a record high. To combat this, Mr Wilson explored different manufacturing opportunities that would create much-needed employment for people in the town. Ulster Carpets was officially registered in 1938 with just 19 employees. Fastforward 85 years and the company has grown to become the premier supplier of Axminster and Wilton carpets to the residential, hospitality, marine and casino sectors across the world, with offices in London, Paris, and across the USA. The Ulster Carpets Group also employs over 700 people across the world. Comprising complementary businesses, the group includes technical textile machinery manufacturer Griffith Textile Machines; wool processing and dyeing company, Ulster Yarns; fully sustainable

underlay manufacturer Axfelt; specialist commercial carpet manufacturer Danfloor; the luxury interiors brand Roger Oates Design; sustainable furniture and materials producer Solidwool; and iconic British flooring brand Alternative Flooring. Nick Coburn, managing director, said: “When my grandfather started Ulster Carpets his key objective was to support the local community by creating jobs that the people in Portadown and the surrounding areas so badly needed. “From that simple idea of helping people into employment, we have grown to become one of the town’s largest employers, with carpets designed and manufactured in Portadown now found in homes, hotels, casinos and cruise ships across the world. “My grandfather would be proud of how successful his company has become and of the fact that we have been granted a Royal Warrant.” The community ethos at Ulster Carpets remains important. “As we have grown, supporting the local community has remained an important philosophy for Ulster Carpets. Both as a company and through The John Wilson Memorial Trust we continue to help local businesses, charities, community organisations and sports groups to build a stronger society.”

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Transforming Transactional Financial Services How we do business in Northern Ireland is key to attracting new business into Northern Ireland.

s a small jurisdiction we should be light-of-foot and, without the weight of large legacy institutional systems, be more able to create avantgarde processes and systems tailored for transactional execution. Investors and funders coming to Northern Ireland should be left amazed at the speed at which their capital is deployed here. Richard Houliston, head of TLT’s banking & finance practice in Northern Ireland, unpacks this statement and reviews steps that could improve efficiencies in Northern Ireland’s debt and equity marketplace. Richard commented: Pictured with “The market here is hugely ambitious to exploit investment opportunity but at

times lacks the supporting tools to make things happen. As a law firm TLT is at the sharp end, advising a variety of local and international funders and investors on lending/investing into the Northern Ireland market. We and our clients (and borrowers) all want to transact at speed – it gives confidence to the funder/investor and leaves a great impression of the market they are entering.” “Whilst the value of using technology during a transaction has been widely reported, I would argue that assembling the right deal team should come first and is one of the biggest factors in crunching down deal timetables. When all the stakeholders on a deal are represented by specialist law firms we always see a better end result on timescales. This isn’t lawyer

snobbery – just that we find specialist practices have lawyers that are more familiar with the transactional structure and documentation which crucially saves time.” “We are often engaged to support funders on refining debt/capital implementation processes and procedures. One of the biggest impacts on the deals we are involved in is lack of advance preparation. We always encourage funders to let a borrower know as early as possible in the process what they will need from them – for example, it can be as simple as telling a borrower to make sure your solicitor has the title deeds for a property. Doing that easy step three or four weeks before the legal procedure starts, can help shorten lag

FEATURE

times on deals. Therefore, being organised and proactive at the Credit / Term Sheet stage is vital. It can be the case that some larger financial institutions wait for signed facility letters to be returned before commencing business banking deals (as they contain legal cost indemnities) – if the borrower is away on holiday for two weeks then that process could delay proceedings. Funders need to drill-down into process mapping the lend to make sure they are being as efficient as they can before investing in technology.” “On real estate finance transactions, we have increasingly been using search insurance where a transaction must be completed in tight timescales. Yes, there is the double-credit risk on the insurer, but the commercial outcome for the client is

achieved within the timescales they need. I could see property search insurance becoming more prevalent and being used increasingly by established funders in the market.” “Processes with real estate finance transactions could be also be sped up with a few simple improvements to the NI Land Registry. For example, removing solicitor witness / two nonsolicitor witnesses on deeds; accepting electronic filing and accepting bulk mortgage transfers. It would also be hugely beneficial to see the acceptance of e-signatures on security documents requiring registration at the NI Land Registry.” “There are practical things we can do to execute transactions for funders/investors

in a more efficient manner – but this will only go so far. There is a need to support transactional efficiencies through (i) regulatory bodies actually buying-in to NI as a disruptor jurisdiction and therefore creating supporting legislation which makes deploying debt and capital here easy (perhaps a refresh of our famous 1881 Act!) and (ii) greater collaboration between public and private sector bodies.” “We nearly always see new entrants to the Northern Ireland debt and equity marketplace doing repeat business here after the initial deal. Existing processes and procedures could be refined at low cost. It will be essential for everyone in the lending ecosystem to buy into that future vision.”

FEATURE

Embedding Flexibility to Build a Resilient Business O

ver the past few years, Northern Ireland businesses have had more than their fair share of issues to contend with. From the knock-on effect of global issues such as the war in Ukraine, the pandemic, skyrocketing inflation through to regional issues such as the effects of Brexit and our continued lack of a functioning Executive at Stormont, it has been and remains a constant challenge. During periods of unpredictability, businesses in many sectors have had to demonstrate their flexibility and innovation just to keep afloat, whilst reassuring their customers that they are in safe hands trying to navigate the future. Like many businesses prior to the pandemic, Stena Line was duly cautious about the prospect of pivoting quickly, as was probably the case with most large business operating a complex operation. The events of 2020, however, changed our mindset virtually overnight as the business landscape changed before our eyes. When faced with such a huge upheaval, we suddenly realised that we were more than capable of swapping our ships, switching our routes and changing sailing schedules to match changing demand… it is amazing what you can achieve when faced a new reality. Sometimes a business needs a seismic jolt to help it realise just how flexible and resilient it can. As we emerged from the pandemic and were confronted with a new range of challenges as a result of Brexit and the war in Ukraine, it was clear that this mindset had already been embedded in our organisation from the top down. We found ourselves in a much better position than ever in allowing our teams the freedom and agility to make and implement changes swiftly. We now had the experience and confidence that when faced with unforeseen issues, we had the proper systems and fortitude in place to deal with literally whatever was thrown at us.

Paul Grant, Trade Director, Stena Line

Transport and logistics can be an especially unpredictable business with a number of factors outside of our control, not least the weather! As a trusted ferry partner to many of Northern Ireland’s leading businesses, it is our responsibility to be as reliable as we possibly can. We need to ensure that trade lines are kept open, supply chains are kept moving and passengers get to where they need to go to, all year round. From a business perspective, flexibility and operational agility helps us to futureproof the company and it gives all our colleagues the confidence to feel like we’re ready for almost anything and can shift our collective resources at a moment’s notice. From a customer perspective, we have also found that a positive attitude to problem solving and being open to change has helped to forge even stronger customer relationships. As most NI businesses appreciate, the challenges will keep coming. Take for example the UK government’s sustainability target of net zero by 2050.

This is going to have a huge impact on businesses, irrespective of size, so we will all need to demonstrate our flexibility in adapting to the new rules and regulations which lie ahead of us. Even though some targets have been delayed or diluted recently, companies, particularly in sectors such as transport, will face intense infrastructure and operational challenges. Speaking in relation to the shipping sector, Stena Line has ambitious goals and we’re acutely aware that being flexible and open to new ideas can also play an important role in future sustainability. For example, we have on order two brand new hybrid ‘New Max’ ships for our freight service between Belfast and Heysham. They will be able to operate on methanol fuel, a key component in our strategic ambition for 2030 to shift to renewable fuels and cut our CO2 emissions by 30%. ‘Innovate or die’ used to be a pessimistic business outlook in some sectors… now it’s very much the business norm in all.

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Lynsey Mallon Looks to the Future at the Helm of Arthur Cox

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n spring next year, Lynsey Mallon will take on the mantle of Managing Partner at Arthur Cox, among the most pre-eminent law firms operating in Northern Ireland. Respected across the jurisdiction by clients, competing legal firms and the wider business community as a leading light in corporate law, her appointment has appeared as the natural choice to onlookers. Speaking to Ambition, Lynsey described the move as “a tremendous privilege” and outlined her vision for the future of the firm. “There are few law firms in the UK or Ireland that enjoy a reputation similar to that of Arthur Cox,” she said. “It is a name that stands for true excellence, insight, intuition, pragmatism, progressiveness and above all, one that is known for delivering the very best service, support and counsel to clients. “It is therefore a tremendous privilege to lead Arthur Cox in Northern Ireland and I relish the challenge of living up to and building on that incredible reputation.” Lynsey will take up the position in April 2024, when current Managing Partner Catriona Gibson moves into the role of Chair, while also continuing to act as Head of Dispute Resolution at the firm. It means an all-female team will lead Arthur Cox’s Belfast practice for the first time. “Arthur Cox has always been at the forefront of promoting women in senior roles with a view that, yes, diversity has a major part to play in business success but also that leadership should be based on experience and ability above anything else,” said Lynsey. “Catriona’s appointment as Managing Partner in 2016 made her the first woman to lead a top-tier law firm in Northern Ireland, and I look forward to continuing that legacy alongside her in the years to come.” The legacy left by Catriona is of a firm that continues to operate at the very heart of Northern Ireland’s business community and at the leading edge of legal developments across the jurisdiction. The Belfast office advises on a wide spectrum of law including mergers and acquisitions, projects and procurement, commercial property and construction, environment and planning, employment law, commercial and finance litigation, energy, licensing and intellectual property. Arthur Cox was also recently ranked in the top band of corporate law firms locally in ratings guides produced by both Chambers and The Legal 500.

Lucy Mallon.

“I take over from Catriona with the firm in an exceptionally good place,” said Lynsey. “As the economy has recovered in the years since the COVID pandemic, it has been a busy period across all our departments as we help businesses and organisations navigate an ever-increasing myriad of challenges. “Looking forward, I anticipate further growth as we constantly adapt to keep pace with legal developments, whether that’s the introduction of new employment legislation, changes in procurement law, or understanding how digital transformation will impact our clients, for example.” Lynsey, who studied at Trinity College, Dublin, started her professional career at accountancy giant PwC before practicing law in England. A return to her native Belfast followed in 2007 to take up a post in the Corporate and Commercial team at Arthur Cox under then Managing Partner Alan Taylor. Lynsey said: “I joined Arthur Cox at a really exciting time. It had been established in Belfast for more than a decade and was in the midst of a strong period of growth that made it the law firm that it is today. “There is no doubt that working with Alan has been hugely impactful on my legal career, with his guidance and influence providing the best possible grounding as I moved into a Partner role

and subsequently Head of Corporate. “Throughout that period, he instilled in me a strong belief in fostering real ongoing relationships with clients. It’s not about working with them on one-off cases or deals – and that goes throughout the Partner group. “We make a real effort to get to know our clients and their organisations inside out, understanding what drives them and getting a real sense of their business objectives and how we may help achieve them.” Lynsey, whose extensive experience advising global organisations on domestic and cross-border transactions, makes her one of the most respected corporate lawyers in the jurisdiction, has led the firm on some of the highest profile deals concerning Northern Ireland entities. Over recent years, this has included the purchase of McBurney Transport by Danish logistics giant DFDS for a ninefigure sum and the sale of the Slieve Donard Resort & Spa on behalf of longterm client Hastings Group. Lynsey added: “Our experience and standing means that we represent not only some of the best-known local companies but also global brands seeking a firm with the depth of understanding required to look after their Northern Ireland interests. “I look forward to maintaining and enhancing that reputation in the years to come.”

Visionary Service

FEATURE

or 15 years, Cathedral Eye Clinic has led the way in vision healthcare. But behind its renowned eye services lies a lesserknown world of offerings, from aesthetics to rehabilitation and even complimentary corporate services, Clinical Services Director Joyce Shaw tells Emma Deighan. Founded in 2008 by Professor Johnathan Moore, Cathedral Eye Clinic has evolved from its modest beginnings to become a cornerstone of ophthalmology treatment and services in the region. Joyce Shaw, Clinical Services Director says the company is on a mission to not only offer leading services and the most advanced treatments but leave a mark in society overall as it reaches out to support some of the province’s key sports teams, including a recent major sponsorship with Ulster Rugby. “We are essentially an eye hospital,” explains Joyce, disrupting the common concept that it is solely an optician-type service. Its clinic on Academy Street has two modern theatres on its second floor, offering a wide range of ophthalmology treatments and services. But what truly sets it apart is its specialisation in laser eye surgery, including the groundbreaking Smile laser eye surgery, which is considered the most advanced in the market and exclusive to Cathedral in Ireland.

“Traditional laser eye surgery often requires several weeks of recovery time, but Smile Laser Eye surgery has dramatically reduced this period to just 24-48 hours. This advancement is particularly beneficial for athletes or those who need to recover quickly, as it minimises downtime and reduces the risk of post-surgery dry eye,” Joyce continues. Cathedral Eye Clinic has a successful track record of treating sportspeople, with athletes like boxers returning to training within a week after the procedure. The clinic operates at two locations, one on Academy Street and another on Boucher Crescent, the latter where a more comprehensive service portfolio is offered, often in collaboration with the NHS and the HSE in the south. “The Boucher Road facility also introduced a spasticity clinic for rehabilitation medicine, catering to patients who have suffered from conditions like stroke or live with cerebral palsy and experience muscle spasms. This service includes treatments such as botulinum toxin injections,” Joyce says. This endeavour is a unique addition to Cathedral’s eye services and underscores its commitment to community health. In fact, it is the only private clinic to offer that botox service for those living with spasticity. Employing around 40 staff members, including 12 highly skilled ophthalmologists, Cathedral’s

Professor Johnathan Moore.

Joyce Shaw, Clinical Services Director/ Registered Manager.

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core services encompass a wide range of eye treatments, from laser refractive procedures to cornea transplants, retinal treatments, and various other forms of eye surgery. Aesthetics is another area of specialism for the clinic including anti-wrinkle injections and yet another exclusive treatment, Tixel, which uses heat to naturally boost collagen, improving tone, texture and overall skin quality, with results that last up to 24 months. “Professor Moore is a visionary with a deep passion for technology, consistently investing in cutting-edge solutions. His commitment goes beyond our eye care services, branching into the realms of aesthetics and beyond. Currently, he’s exploring the integration of robotics to enhance our operations, delivering mutual advantages for our business and clients,” says Joyce. The clinic’s commitment to being the best in its sector is even more evident in the corporate eye wellness service it introduced post-COVID. This service offers eye wellness checks to corporate clients, filling a gap in the wellness market. Using modern AI technology, the clinic provides quick and accurate assessments for eye diseases such as glaucoma, AMD, and diabetic retinopathy. These assessments are particularly valuable and have picked up on everything from glaucoma to keratoconus — a serious

non-inflammatory eye condition in which the normally round dome-shaped cornea progressively thins and can potentially cause poor vision. “The inception of our eye wellness service was our response to the increasing demand for corporate wellness checks. Wellness is the new buzzword in the business world, with many companies prioritising it. However, eye health was often overlooked in this wellness wave. We recognised the need to include it, as it’s a frequently neglected aspect of health, especially among younger individuals,” Joyce continues. “The equipment we use has been thoughtfully selected by Professor Moore, enabling rapid eye scans and diagnoses within minutes,” she explains. The eye wellness service can be booked by contacting the company’s Business Liaison, Rachel Lyness, and it can be booked as part of a more comprehensive health screening in conjunction with Randox during which Cathedral Eye Clinic’s specialists will take blood tests as well as completing eye tests. This holistic service is not only offered free to businesses (the Randox complete check incurs a charge) but it extends out to the athletes playing for the clubs the company sponsors. CSR is a huge part of Cathedral Eye Clinic’s business plan. It’s a means of “giving back”, Joyce says, but also an awareness exercise. Its current sponsorships extend to a variety of sports teams, including IFA, Ulster Rugby, Belfast Giants, GAA clubs, golf clubs, and the NI Sports Forum. “These partnerships aim to give back to the community while aligning with the clinic’s wellness-oriented approach. The specific details of these partnerships can vary, with some being annual

commitments and others spanning two to three years. For example, the clinic sponsors the pucks for the Giants, prominently branding them with the Cathedral Eye Clinic logo.” Joyce notes that while the partnership with Ulster Rugby is relatively recent, it’s progressing well. As the season unfolds, the business anticipates more insights into the impact of this collaboration. Looking ahead, the clinic has ambitious plans. It has acquired larger premises and is in the process of preparing them for operation. These new facilities will have state-of-the-art features, including additional theatres, to accommodate their growing patient base. “This is a purpose-built facility which is bigger and allows us to grow with our services. Potentially we will keep the Academy Street site and primarily use it for another line of treatments,” Joyce reveals. “Our journey of growth, expanding services, and offering complimentary corporate services, as well as our sponsorships, all originate from our unwavering commitment to putting the customer at the centre of everything we do. Our primary goal is to ensure that we provide the highest standard of care and achieve optimal outcomes for our patients. We take great pride in going the extra mile, and our feedback echoes this sentiment. We are known for offering a personal touch and guiding our patients every step of the way. As we continue to grow and embrace technological advancements, we remain dedicated to preserving that human element in our business. “Our sponsorships, which align with various external causes and interests, reflect our deep commitment to that community and our valued patients.”

EY NI: Ambitious Growth With Social Impact FEATURE

FEATURE

Rob Heron, Managing Partner, and Judith Savage, Partner in Consulting, from EY Northern Ireland, provide insights into the professional services firm’s vision for expansion, the generation of 1,000 jobs over the next five years and the broader social impact that growth will have on the landscape here.

n a strategic move aimed at transforming not only the organisation but also the landscape of Northern Ireland, EY recently unveiled plans to add 1,000 new jobs to the region over the next five years. This substantial expansion is set to increase the firm’s local headcount to 1,900, marking a significant milestone in its commitment to Northern Ireland as a whole. That investment reflects a profound belief in the region’s diverse talent pool while a proposed new north-west hub will further emphasise EY’s presence here as one of the leading providers of business

services in the areas of AI, emerging technologies and data analytics, as well as its more traditional areas of expertise: assurance, tax, consulting and corporate transactions. The jobs aim to attract a wide-reaching demographic, beyond the ready-made skilled talent pool and encompass individuals who have been out of the workforce for extended periods − school leavers, recent graduates and more. In essence, this initiative sets the stage for a compelling social piece that is just beginning to unfold. Rob Heron, Managing Partner at EY NI, says: “These new jobs are for a broad range

of people. Whether they are a business apprentice straight out of school, a recent graduate, an experienced hire or someone who has been out of the workforce for some time, we will have roles for everyone.” The firm’s primary objective is to attract talent from across the whole of Northern Ireland and establishing that hub in the north-west is an integral part of this plan. Rob notes: “We believe we can attract even more talent from that area by having a base there. It also provides us with an opportunity to better serve our clients in the north-west region.” The decision to open a hub in the northwest is a strategic move, Rob shares, “The

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strong talent pool and demand for roles in EY in that area are evident. We are still working through the details for the hub, and we are actively exploring options and locations. The office space will be different from what we’ve been used to, especially since the pandemic. Collaboration and partnership across teams have become more important instead of rows of workstations.” He says the firm will attract candidates, especially those re-entering the workforce, by creating awareness of the opportunities on offer, including training and career progression. “The most important aspect of attracting those people who are changing careers or re-entering the workforce is training, and we are a training-focused organisation. It will be on-the-job learning and training, supported by our awardwinning digital learning programme, EY Badges.” Judith Savage, Consulting Partner, elaborates: “As we grow, we are committed to ensuring that we continue to deliver more than just financial value for our stakeholders. As a people-led business, society is a key area of focus where we believe we can create additional value. We already have a diverse mix of people in our business that includes 90 different nationalities. And what attracts this diverse talent to EY is the variety of roles we have available. No two careers are the same, as learning pathways are individually tailored. A career in EY is very much yours to build.” Rob points out the average wage for these new roles is £33,000 which, according to NISRA, is £3,000 higher than the average Northern Ireland salary. “We have partners here today who joined as trainees,” he continues, building on that professional advancement piece. “I joined after I finished my professional qualifications. I worked in various locations including London, was seconded to a large international client and took a year out to travel before returning to EY Northern Ireland. I am an example of how you can build your career within EY. We are a global organisation of 400,000 people, with almost $50 billion in revenue. You get to work with fast-moving local companies, but also with large international businesses as part of our global organisation.” The CSR element of EY’s job creation here is far-reaching. It is estimated that the 1,000 roles will add over £80m to the economy. The recruitment campaign also aims to connect with individuals who might not typically consider applying for such positions. For example, neurodivergent strengths lend themselves to futurefocused skills – especially in emerging technologies – so the campaign will

“We have recently launched EY STEM, a programme to encourage school-aged girls, in particular, to pursue careers in STEM subjects. Additionally, we work closely with the Catalyst Schools programme and we are a Young Enterprise NI partner.” help to empower neurodiversity within the workplace. Judith explains, “We’ve partnered with our Neurodiversity Centre of Excellence in Manchester, and we are actively attracting and supporting individuals who may not otherwise consider a career at EY. As a firm, we are leading the way in this area.” EY has experienced phenomenal growth across the island of Ireland, with recent figures for the financial year to June 2023 showing growth of 31%, which is marketleading. “That’s due to a combination of factors; as our clients grow and evolve we are working with them on a broader range of services including technology and transformation services and our exceptional service from multi-disciplinary teams means we are working with more clients,” Rob adds. The newer skills and services introduced by EY, including those technological ones, will have a profound impact on various industries and sectors. Judith says, “Some of the jobs we will fill over the next five years will be in areas that don’t exist yet but we’re always trying to stay ahead of the curve. There has been significant investment across the firm in AI and emerging tech.” EY’s clients span a multitude of industries and levels, from startups and entrepreneurs to large indigenous businesses, FDI, NI government and global corporations. Rob adds: “We work with global clients directly from NI, and the 1,000 jobs were won for NI due to EY Northern Ireland’s capabilities in serving both local and international clients. We

won that investment in competition with other parts of our global network. “The reasons for choosing Northern Ireland as the base for those roles are the strength of our practice here, the quality and diversity of talent we can attract and the support from Invest NI and DfE.” Part of that support has made way for 18 Assured Skills Academy programmes that will be delivered through the Further and Higher Education colleges in NI. “The first Assured Skills Academy programme, in partnership with Belfast Met, has already begun,” Rob says. “The quality and diversity of those students are impressive. Some participants have relocated from other parts of the UK, some have been unemployed or underemployed, and some have changed careers, including a former law lecturer. They will train in data analytics, and the motivation and diversity are very impressive.” He continues, “One-third of the workforce (350) will come through the Assured Skills Academies. We must provide the best possible training and opportunities while considering values, diversity, and social impact. We want to ensure we’re doing all these things while focusing on delivering to our clients.” Judith adds: “We want to ensure all our employees have an exceptional experience. This could be about the clients they work with, the experience they gain, the training they receive and the social impact they create. We will continue to focus on maintaining high levels of exceptional experience for all our employees.” EY actively collaborates with schools and universities to foster talent development. It is also active in creating awareness, particularly for younger generations and girls, to nurture more potential recruits. Judith adds: “We have recently launched EY STEM, a programme to encourage school-aged girls, in particular, to pursue careers in STEM subjects. Additionally, we work closely with the Catalyst Schools programme and we are a Young Enterprise NI partner.” With this substantial announcement, the question arises: Has EY NI pushed its boundaries to the maximum? Will it be in a position to ease its recruitment drives and STEM awareness once these 1,000 positions are occupied? “There absolutely is more growth here,” Rob says. “This expansion, with its substantial economic impact and global opportunities, stands as a testament to EY’s dedication to both its clients and the local community. Our vision, ‘building a better working world’, is at the core of what we do as a firm and in NI, that means developing solutions that help clients deliver better outcomes, investing in our people, and giving back to the communities in which we live and work.”

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n the bustling world of personal development, there is a local name that stands out — Tom Smyth. Tom launched Dream Mentoring during the COVID-19 pandemic and is continuing to change the lives of hundreds of people and businesses globally, Emma Deighan. Tom Smyth’s mentoring approach stands out for its distinctive qualities. His Dream Mentoring programme is firmly rooted in his own life experiences. He is deeply immersed in the business world, having achieved success as a self-made entrepreneur in the property development industry, and he currently serves as the CEO of multiple businesses. He recounts an experience at the start of the pandemic as the starting point for Dream Mentoring. During this time his hotel business lost £6 million in the first two weeks of lockdown. “For many people, this would have been enough for them to give up,” he says. But Tom, he says, “stopped surviving, and started thriving” – more than doubling his apartment collection to 550 during one of the most challenging periods. “During this time, I began receiving requests from people seeking guidance in self-development. I realised that I was living the principles I advocated and could offer first-hand real-life advice,” he says. “This decision was a turning point,” he continues. “I’ve since interacted with and mentored hundreds of businesses, from a team of 189 dentists in Miami to a plumbing firm in Belfast. My mentoring business works for all types of businesses and people. I’ve also coached UFC fighter Molly McCann and helped change her mindset to achieve some of the biggest wins in her sporting life. I am also the leading sales trainer for Securitas UK, the world’s largest security company. Since I started working with Securitas two years ago, they have generated £60 million in sales and an additional £100 million in the pipeline.” He continues: “It’s been an exciting journey. My programme is backed by a proven global track record. My system is action-oriented. It works, and it gets results. I tailor my approach to each person’s unique needs, whether they’re starting out, already successful or aiming for greater heights. I’ve experienced personal struggles and setbacks that ultimately led to my own success. I’ve always had a burning desire to succeed, and that’s a passion I share with my clients.” Reflecting on some of his work at the helm of Dream Mentoring, he

Living the Dream

shares: “I had the honour of collaborating with two individuals who were on the edge of losing their business. In just six months of our mentoring journey, they completely altered their course, with their testimonial underscoring the success of my programme. Additionally, I initiated the ‘Dream Team’ WhatsApp community, a comprehensive platform where I provide motivational content, lifestyle guidance, and support.” Tom is available on this platform, seven days per week from 4am – 11pm for his mentees, he says, illustrating that work ethic that he attributes to his success. He says mentoring goes beyond mere

positive thinking; it encompasses overall wellbeing, spanning fitness, nutrition, gratitude, and family-based moral principles. When asked about the common challenges his clients encounter and how he helps them overcome these obstacles, he responds: “Self-belief and self-doubt are challenges I often see with my mentees. Many people struggle with confidence and often believe they can’t achieve their goals. My role is to remind people how amazing they are. I simply make the necessary adjustments in their mindset and thinking.” He adds: “The demand for mentoring

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has surged. I now believe people have woken up and have realised that everyone needs to be mentored if they are serious about going to the next level. I offer one-to-one mentoring, group mentoring and sales training, adapting my services to various industries, from hair salons to computer engineering.” When asked about the advice he would impart to individuals or business owners seeking a mentor for the first time, he adds: “The most valuable investment you can make is in yourself. Look for a mentor who aligns with your values and has experience in your field. Reach out and network with potential mentors until you

find the right mentor that aligns with you. Make sure it’s a person who eats, breathes and sleeps business and self-development so that their advice is actually based on previous experiences.” What’s next for the man who has it all? “I’ll be doing a number of summits — live events that bring a game-changing experience globally. Everyone is welcome whether you’re just starting your journey to success or you want to take your company to the next level.” The businessman and published author of Fear Less: An Antidote to Self Doubt will also continue building his property empire and says multimillion-pound housing

schemes in Leeds and Merseyside are in the pipeline. He concludes: “My goal is to make Dream Mentoring a £100 million global company, offering support to a wide range of individuals and businesses. I am passionate about empowering people to achieve their dreams and believe that everyone deserves to succeed, regardless of their starting point. “Success is in my DNA, I have a burning desire to succeed. I have total self-belief. It’s my calling to mentor and coach people globally and help them become the best version of themselves. I want to help as many people as possible to win in life. Winners win.”

FEATURE

Strategic Power Connect ready to Energise future International Investment 58

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he recent visit from Joe Kennedy III’s US trade delegation has seen a continued focus on attracting international investment to Northern Ireland and the Republic of Ireland. Liam Faulkner, Chief Executive at Strategic Power Connect, talks to Ambition about how the company is delivering secure, sustainable, and affordable energy solutions for large corporates to ensure that the island of Ireland remains globally competitive and can continue to secure big-ticket international investment. A great deal of uncertainty and upheaval has characterised the past 18 months for businesses around the world, with few economies escaping the impact of concurrent energy and cost of living crises. However, despite such economic headwinds, both Northern Ireland and the Republic of Ireland have continued to see steady inward investment growth, according to IDA Ireland. New global names have entered the local market, often in regional locations, and successful inward investment projects have increased in scale and complexity. This month’s visit from high-profile US investors and job creators also cements the commitment from the USA to the island’s economy. In Northern Ireland alone, over $2 billion has been invested in the past decade, with over 30,000 people employed by some 230 companies in the region. In September, the inaugural Northern Ireland Investment Summit also brought hundreds of businesses and investors from around the globe to these shores. This all augurs well for the island’s continued investment prospects. However, as Strategic Power Connect’s chief executive Liam Faulkner explains, increasingly high electricity prices across the island – now some of the highest in Europe – threaten to erode this competitiveness and deter overseas investors. “Ireland has the third highest electricity prices in Europe and those prices have risen faster relative to other EU countries. At present, energy costs are putting all businesses under considerable pressure and these higher operating costs are, of course, having a direct impact on projects’ profitability and any expansion and investment plans. “We recognise that energy is now a serious business risk and the investors behind energy-intensive users will want to locate their business in locations where they can source a secure, sustainable, and – importantly – less expensive energy supply. That is where we come in.”

Strategic Power Connect, born from experienced renewable developer Strategic Power Projects, has positioned itself as the provider of an affordable and nimble solution which allows inward investors and indigenous companies alike to avoid locally high prices and mitigate against future price volatility. Liam believes that the company’s unique offer of guaranteeing a secure, clean energy supply is of strategic importance to potential investor businesses whose goal will be to protect the bottom line and future-proof their organisations. “Strategic Power had long been a key player in the green economy in Ireland with decades of experience in diversifying and decarbonising the energy mix with increased renewables. We generated electricity from wind and solar and stored it for when it was needed. When the energy crisis became more acute, we made the strategic decision to leverage our expertise, and launched an extension of our energy portfolio by offering sustainable power directly to local large energy users in the commercial and industrial sectors.

“We deliver security of supply and greener and cheaper power than what the company would pay from the grid for the lifetime of the project. That guarantee of selfsufficiency and longterm price certainty is invaluable to local large energy users and to the companies considering investment.” 59

“There is no doubt that the economic climate will continue to be challenging for the foreseeable future and price spikes are very likely. We know businesses need certainty. “We deliver security of supply and greener and cheaper power than what the company would pay from the grid for the lifetime of the project. That guarantee of self-sufficiency and longterm price certainty is invaluable to local large energy users and to the companies considering investment.” Liam acknowledges the hard work being done by NIE Networks to increase grid capacity and strengthen the grid’s ability to facilitate more renewable energy. He sees Strategic Power Connect as working alongside them to deliver a secure and clean energy supply for businesses. “NIE Networks has done a great job to date in enabling distributed generation and making it easier for large energy users to have an on-site connection to the grid. However, with ambitious targets of 80% renewable energy by 2030, the grid is simply not in a position to be able to facilitate this increased amount of renewables alone. Furthermore, it’s entirely possible that any new projects across the island of Ireland may not get electricity supply in some locations. “It is quicker and easier for energy users to have an onsite system which, if there is excess generation, they can export. We supply and install solar equipment on site and it is operational in six-to-eight months. There is no capital outlay for businesses, as our customers only pay for the energy they use. This means they don’t have to choose between saving money or decarbonising their energy supply. With us, they can do both.” Liam has confidence in the energy future which Strategic Power Connect is helping to build. “Strategic Power Connect was set up as a direct response to the significant demand from large energy users, who made it clear that they wanted a solution to tackle their rising energy costs, but not at the expense of sustainability or security of supply. “We look forward to playing our role in providing energy solutions that can ensure both Northern Ireland and the Republic of Ireland remain compelling investment locations on the global stage.”

FEATURE

The Future of Business Education in Northern Ireland and Beyond

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M.N. Ravishankar is Dean and Head of Queen’s Business School at Queen’s University Belfast, and Professor of Technology & Globalisation.

Business schools have long been a cornerstone of higher education systems, offering programmes that equip their students with the knowledge and skills needed to succeed in the world of business. Today’s business leaders are confronting an array of formidable challenges on both a local and global scale, encompassing issues such as war and conflict, the climate crisis, inflation, digital disruption, and the lingering aftermath of the COVID-19 pandemic. The purpose of business schools in the 21st century is evolving in response to the changing business landscape. At Queen’s Business School, we believe that the future of business school education is about high quality. High quality facilities that encourage engagement; an enriching learning experience; collaboration with local and global business; and education that is underpinned by world-leading research, where students are not just recipients of information but are active collaborators in research that addresses big challenges facing our businesses and society. Our research strives to address realworld challenges, advances knowledge, and offers relevant, timely and trustworthy insights that complement current advances in science and technology. In October 2023 we marked an exciting new chapter with the launch of the rebranded Queen’s Business School and a £26m purpose-built Student Hub facility. The rebrand is reflective of the school and university’s commitment to providing education of the highest standard in

partnership with business, civil society, and government. Our new innovative Student Hub building has been designed to provide an enhanced social and educational experience for our students, staff, and the business community. The building also has many sustainability features, a key part of the university’s Strategy 2030 and net zero plan by 2040, such as geothermal heating and solar and photovoltaic panels to generate electricity. We believe that high quality facilities not only support academic endeavours, but also contribute to personal growth, wellbeing, and the development of important life skills of our students. For over forty years, Queen’s Business School has produced workready graduates who drive innovation, leadership, and economic progress. We believe in giving our students opportunities to gain work and life experience before they graduate, and we do this through our dedicated Careers and Work Placement team. In the last academic year, over 350 of our students completed placements in 12 different countries, with over 200

placement partners such as Morgan Stanley, Disney, FinTrU, KPMG, and BDO NI. This success is one of the reasons why Queen’s is ranked 13th in the UK for Graduate Prospects – Outcomes (Complete University Guide 2024). We also take pride in our executive education offering through the William J Clinton Leadership Institute, which has contributed to the leadership development of many of the world’s most successful organisations. Our executive education programmes builds on our research capabilities within Queen’s Business School and our unrivalled links with industry and public sector. The skills of the future require critical thinking that views business issues not in isolation, but as intimately connected with the social, political, regulatory, and economic pressures confronting organisations. Strong analytical capabilities and problem-solving skills are required in an era where data is power and market advantage. Compassion and empathy, collaboration and good communication, and the confidence to develop and deliver a vision, are skills we are equipping our students with. The world is evolving, and business schools are evolving with it, ensuring that they remain at the forefront of developing principled and effective leaders. Find out more at www.qub.ac.uk/qbs

BT NEWS

EE brings 4G mobile coverage boost to rural communities across Northern Ireland

Residents and businesses across Northern Ireland are set to benefit from improved 4G mobile coverage following a series of network upgrades from EE. EE has significantly expanded the reach of its 4G network by upgrading 139 locations across Northern Ireland as part of the Shared Rural Network (SRN), a £1 billion initiative to extend 4G mobile connectivity to rural communities across the UK that need it most. As part of its latest upgrades, EE – working in partnership with WHP Telecoms – has built a new mobile mast to deliver enhanced 4G coverage across the northern part of the Mid-Ulster district and the eastern part of the Sperrins − an area of outstanding natural beauty (AONB). This includes the villages of Moneyneany and Draperstown, Spelhoagh Mountain, as well as large sections of the B40, A6 and Glenshane Pass – one of the highest mountain roads in Northern Ireland. Hundreds of thousands of tourists and hikers visit the Sperrins and the surrounding towns and villages every year to enjoy its scenic beauty and local heritage, while there is also a thriving farming community. However, it is an area that has been poorly served with mobile coverage until now. By the end of the SRN programme, EE will have upgraded or built 164 sites in Northern Ireland – including the potential for a further 10 new mast sites – to ensure

rural communities have the fast and reliable 4G connectivity they need to thrive in the digital age. The news has been welcomed by business leaders across Northern Ireland. Suzanne Wylie, chief executive of the Northern Ireland Chamber of Commerce and Industry (NI Chamber), said: “The Shared Rural Network initiative has a strategically important role to play in delivering improved connectivity to businesses and more rural communities across Northern Ireland. To be competitive, businesses in all parts of NI need access to fast and reliable digital infrastructure, so this investment is very good news for the economy. “The upgrades from EE will help businesses become better connected to their customers and suppliers, whilst also making everyday transactions like electronic payments, online marketing and banking operate more efficiently.” These 4G upgrades come at an important time for countryside communities as the UK’s mobile providers prepare to retire 3G and later 2G networks. Improved 4G connectivity offers countryside communities the biggest and most reliable network of any current mobile technology in the UK. Under the Shared Rural Network programme, each of the four UK mobile operators has individual targets to meet which contribute to the overall aim of

providing 4G coverage to 95% of the UK’s geographic landmass by the end of 2025. Having upgraded more than 1,500 locations across the UK already, EE is on track to meet its UK-wide target of 88% 4G geographic coverage by June 2024. For Northern Ireland specifically, 4G coverage from all mobile operators is targeted to rise to a minimum of 85% by the end of the programme, up from 79%. EE’s 4G network currently covers more than 88% of the country and is on track to reach 89% by the end of 2025 thanks to these new upgrades. Greg McCall, Chief Networks Officer at BT Group, parent company of EE, said: “The Shared Rural Network is having a positive impact on the lives of people who live and work in countryside communities across the UK. At EE we’re expanding the reach of our 4G network to deliver widespread and reliable connectivity rural areas can rely on. “Northern Ireland is renowned for its rich history and heritage, as well as its thriving tourism and agricultural industries. Having boosted 4G connectivity across the country, we’re helping close the digital divide that exists between urban and rural communities and ensuring residents and businesses have the connectivity they need to thrive for decades to come.”

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SOLVING YOUR LOGISTICS CHALLENGES SINCE 1973 Manfreight have been leading the way in the Transport & Logistics Industry in Northern Ireland for over fifty years. Innovation and new technologies are at the heart of our offering, benefiting our partners, customers, and the entire economy. We work closely with suppliers and customers who share our vision to transform and digitise the supply chain. Our mission is to provide complete transparency across our operation, giving our customers peace of mind and integrity of product from collection to delivery. Project Ark, nestled in the heart of Belfast Port, is our latest step in this mission. A masterpiece of intelligent storage and distribution, it sets new standards with unparalleled carbon-neutral logistics solutions. Through investment in technology and our people, we are changing not only the way we do business but the industry as a whole. V O LV O E L E C T R I C FM TRUCK

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John Harkin, CEO, Alchemy.

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From Local Triumph to Global Presence In just five years CEO John Harkin has steered Alchemy Technology Services, a North West-based insurance tech firm, onto the global stage, serving prominent brands and challenging industry giants. Here, he reflects on that journey with Emma Deighan. 65

FEATURE

hen Ambition last spoke with John Harkin, the visionary behind Alchemy, the conversation revolved around staff, training, and the company’s awardwinning culture, which had earned it recognition as one of the UK’s top workplaces. Today, while the company maintains its award-winning culture, the focus has shifted to the world stage. John spoke to Ambition the day after the open night of another of the firm’s graduate programs. That event boasted its largest turnout to date — an overwhelming response that is a testament to the reputation the company has built since its inception in 2018. “Most of those graduates will be from IT or business backgrounds, but we also saw interest from a mathematician, a psychologist, and encouragingly there were many women,” John reveals. “Our academy is comprehensive and provides world-class training,” he adds. In fact, through promotions 90% of Alchemy’s graduates achieve a 25-50% pay increase after 12 months. This culture of staff development and nurturing is instrumental in maintaining a close-knit team and establishing partnerships with major players in the insurance sector, ultimately facilitating global expansion. While Alchemy’s primary offering is insurance software implementation and professional services for the digitisation of the insurance industry, it also has a mission to infuse the industry with fresh talent. “We have people who joined five years ago who are now in senior positions. We can really accelerate the learning curve here. We’re about people being the best versions of themselves and creating world-class results,” John adds. Over the past year, Alchemy’s client base has evolved and expanded to include some renowned names in the insurance sector. These household names are drawn to the Derry-based service provider due to its unwavering commitment to integrity and its role in transforming the landscape of its industry. Among the most recent major events for the firm was its first acquisition in July this year. The purchase of r10 was made possible by the former strategic partnership Alchemy had since its inception with the London-based consultancy. The investment empowers Alchemy and its business partners to offer a more

comprehensive service to the thriving London market and the wider commercial insurance sector. “This move represents a landmark for Alchemy as we strengthen our foothold in the London market and broaden our offerings to better serve our existing and future clients. We have established a strong working relationship with r10, and this deal aligns perfectly with our goal of delivering exceptional value to our clients,” John explains. “r10 is a specialist commercial insurance consultancy, particularly in the London market where specific skills are needed. This is where David Beckham insured his legs. It’s also where oil fields, super yachts, countries, and global businesses are insured, and we will continue to leverage the r10 brand there for now, until it becomes fully integrated with the Alchemy brand.” While altering its trajectory towards acquisitions isn’t Alchemy’s long-term strategy, the r10 acquisition was ‘an opportunity that we could not let pass us by”, according to John. “This was a natural fit and it is mostly focused on helping us leverage our services into the London market. We have added a dozen Alchemy staff to that team already working to deliver a new client project, it’s really exciting that we are quickly reaping benefits.” Beyond Europe and London, Alchemy has partnered with a number of US insurance software providers in North America and it has several projects in progress that represent longstanding collaborations. “Our US and Canadian projects are really good news. This market opens up a lot of opportunities,” says John, who

is also working with one of the world’s largest global insurers, further expanding Alchemy’s reach. “We have to expand, nurture and capitalise on the new relationships we’ve developed. We have four projects in the pipeline for one global client alone, with one in the US, one global, and two in Europe.” Despite economic challenges, Alchemy continues to grow, and is securing projects that were delayed in 2023 but are now beginning to move forward. “It was five years before we hit our most challenging year, and yet we continue to grow. We saw our best year to date last year. This year, we’ve noticed a more cautious market, but we’ve recently seen a pickup in the market again, and we have an interesting and exciting 2024 ahead of us.” Alchemy is picking up projects by capturing business that traditionally went to larger players in the sector. “One of the things making us successful - and why a global company is attracted to us when we are competing against industry giants - is our collaborative nature, the way we do business and the way we empower and train our client. “We avoid creating a dependent relationship so our clients can actually play a key role in the delivery and the maintenance of their new investment going forward, and that’s quite unique,” John explains. Next year Alchemy will launch its London office, expanding beyond its Derry/Londonderry headquarters. With a team of 20+ staff members, this will facilitate further growth in the intricate London market and beyond.

PROJECT ARK UNVEILED: MANFREIGHT’S PIONEERING PATH TO A GREENER TOMORROW In a signiﬁcant stride towards revolutionising storage and distribution, Manfreight is proud to announce the launch of Project Ark - their new intelligent storage & distribution hub situated in the heart of Belfast Port. Their ground-breaking venture is built for the future: a magniﬁcent 50,000ft2 state-of-the-art chilled storage facility, strategically located opposite the VT4 Stena Line Terminal. Project Ark stands as a beacon of innovation, designed in line with the rigorous BREEAM new construction standards. Moreover, Manfreight aims for Project Ark to achieve net zero emissions by 2030. With

in the industry. The company stands as a monument to growth. Boasting a team of over 500 dedicated professionals throughout the UK & Ireland, their impressive ﬂeet, comprising almost 800 state-of-the-art vehicles, remains operational 24/7. Celebrating its 50th anniversary this year, Manfreight’s remarkable journey began in 1973 when Chris Slowey Senior embarked on a venture with just a single truck and a dream. From those humble beginnings, the company has soared to new heights, with Project Ark symbolising their commitment to cutting-edge technologies and shared progress. Over the decades, Manfreight has cemented its reputation as a trailblazer in the transport industry, unwaveringly championing innovation and sustainability.

cutting edge green technology, watercooled refrigeration, and advanced automation, it’s poised to redeﬁne temperature-controlled storage in the UK & Ireland. With this, Manfreight combines their hallmark of exceptional customer service with a profound commitment to the environment and innovation. The unveiling of Project Ark aligns seamlessly with Manfreight’s rapid rise

INSPIRING ENTREPRENURIAL ENDURANCE From the world’s highest peaks to NI Chamber Entrepreneur of the Year. As business stories go, Neil Elliott, owner of Future Renewables, has quite a tale so far. Starting out in 2009 when renewables was only for enthusiasts, Neil has weathered the ups and downs of the sector through RHI and is now a local expert in all of the technologies. His passion is not only the proﬁtboosting potential of renewables, but more importantly, the reduction in environmental impact and sustainability a wellengineered system offers businesses and consumers. An environmentalist at heart, Neil is one of the few individuals that has scaled each of the highest peaks on each continent – the Seven Summits - and has witnessed the impact of climate change ﬁrst hand. His natural progression is helping others make lasting and positive renewable choices, whatever their circumstances. Increasingly, large energy users are availing of his expertise and candid advice in a sector that can set unrealistic expectations. These include the new Finnebrogue Artisan factory in Downpatrick with its 1.5MW installation; 700kW for Henderson’s Foodservice in Mallusk; 150kW for Belleek Pottery; plus a recent large contract win with NI Water. For his next growth ‘summit’? Neil is heading to the top with more large NI businesses and further expansion into the Republic of Ireland.

Neil at the top of Mount Vinson Antarctica, his ﬁnal Seven Summit peak in December 2015. “Climbing gives you determination, a resilient mindset and aiming for the top, where else!”, Neil Elliott.

FEATURE

FinTrU: A Decade of Unprecedented Growth and Evolution In celebrating its 10th anniversary, technology-enabled regulatory solutions specialist, FinTrU reflects on a decade of impressive growth, technological evolution, and talent development. Steven Murtland, Chief Financial Officer, and Emma Pollock, Chief Technology Officer, share their story with Ambition.

inTrU has undergone a remarkable journey – from a Belfast-based startup to a global force in financial technology – and marks 10 years in business in December. Over the past decade, it has experienced a meteoric rise, both in terms of size and geographical reach, and with a growing workforce of over 1400 employees, the company’s ascent shows no signs of slowing. “We started with no people. Our founder, Darragh McCarthy, recognised the need for support in investment banking due to increasing regulations. Initially, he focused primarily on London-based clients and offered near-shore solutions to their regulatory needs. It was so successful that he expanded beyond London, with the majority of our clients now based in New York,” Steven begins. The firm has achieved remarkable milestones, from adapting its sizeable workforce to a flexible model to crafting fintech solutions for global financial institutions.

We have built a reputation over the last 10 years of being a company that knows what it’s doing and delivers, which gives us a massive amount of credibility,” he adds. At the core of FinTrU’s evolution is the development of new technology to support large financial institutions in meeting continually evolving regulations. Emma plays a pivotal role in shaping those technological services. “When I joined in January 2021, it was still early in our technology journey. We have committed to investing £100 million in the next 10 years in tech development. We needed a cost-effective way to address complex financial regulations for our clients, given the complexity of their operations. Our technology was designed to be a critical component of this process. “Over time, we have developed innovative products, such as Client Outreach and TrU Label, each designed to support Client Lifecycle Management for our clients’ regulatory, KYC (Know Your Customer), risk, and legal requirements. These products are not isolated but work

FEATURE Steven Murtland.

in conjunction with our existing services. Our technology solutions do an excellent job, but we complement them with our expert teams to address the more complex aspects of our clients’ needs,” she says. These tech solutions ‘redefine the client lifecycle management (CLM) experience by taking a big-picture view and working with KYC, compliance, risk, and legal allowing the company to create technology-enabled solutions for leading global financial Institutions.” In a dynamic and ever-evolving industry, FinTrU understands the importance of staying at the forefront of technology for its investment banker clients. “We have to keep advancing our technology services. We actively engage with our

clients, listening to their feedback and understanding what works for them. This feedback informs our product strategy and where technology is best applied,” Emma adds. Steven says being on top of regulations here and globally is key to fine-tuning those services. “We support our clients in adapting to these regulatory changes. In our line of work, regulatory landscapes can change overnight, and we must be prepared to respond quickly.” This fast-changing regulation has been the norm, notably since the recession in 2008, but the challenges, Steven and Emma say, are opportunities within the world of FinTrU. “Regulations are complicated and continually evolving. Meeting these

regulations across different jurisdictions while maintaining a core process is a substantial challenge. But it’s also a massive opportunity. People are getting more sophisticated in avoiding regulations and fines are becoming more substantial. Making processes cheaper to run and more effective is our focus. It allows us to raise the bar on our ability to deliver solutions at a better cost profile,” Emma says. At the heart FinTrU’s success is its people. Therefore, to fuel the company’s growth and technological evolution, there was an investment in creating a flexible and hybrid working culture that has worked well for the team globally. “The pandemic accelerated our adoption of hybrid working. We saw an overwhelming need for it among our employees. We deliberately chose not to enforce a one-size-fits-all approach. Some prefer in-person work, while others thrive in remote environments. The pandemic has taught us the value of flexibility, and it has worked in both directions. Client and staff delivery has not missed a beat.” Steven adds: “Before, we were primarily office-based and we were constrained by our ability to secure office space quickly. The transition to hybrid working has given us the agility to expand at a faster rate. We will continue to invest in world-class office spaces to host our staff, but also allow them to work from locations that best suit their needs.” Collaboration is still at FinTrU’s core, especially with the new talent where mentorship is paramount to development. “We believe in bringing the team together to mentor and teach less experienced, newer team members. Sometimes, fully remote work doesn’t allow for this level of interaction. Our investment in office spaces reflects our commitment to providing spaces that foster that collaboration,” Emma is quick to point out. Accommodating staff has ensured FinTrU retains that skilled team, a team that has been delivering complex systems in response to industry demands here and internationally. Darragh McCarthy, the founder and CEO of FinTrU, has consistently emphasised the importance of nurturing talent in Northern Ireland. Emma adds: “We are very values-led and employee-focused. As a company founded with a social purpose, our commitment to developing talent and investing in society is unwavering. We have strong partnerships with our local

FEATURE

academic institutions, working closely to provide opportunities for students. Recent examples include the newly expanded FinTrU Trading Room at Queen’s University Belfast, the Talent Hub at Ulster University (Derry/Londonderry) and sponsorship of all the sports teams at ATU Donegal. Our guest lecture slots and mentorship programs connect our team with students, sharing real-life experiences.” FinTrU’s graduate program, which Steven highlights as one of the largest in Northern Ireland, continues to evolve. “In 2023, we took in 100 graduates, and we’re aiming to do the same again in 2024. We

make it our priority to make the program the best on the market. We provide our graduates with a comprehensive training program, sending them to Porto for their induction which includes team building activities, followed by specialised training sessions.” “We take a broad view of talent development, not just through our graduate programs but also internships, insight weeks, placements, apprenticeships, and upskilling programs. We aim to diversify our talent pool by providing opportunities for individuals from different backgrounds.” As birthday celebrations continue at

Emma Pollock.

“One of our pivotal achievements was in June 2018 when we put forth a business plan with Invest NI to create 605 jobs in Belfast and Derry/Londonderry. This demonstrated our ambition to scale and gave us confidence that has helped us deliver ahead of time.” the firm, so too does expansion, which has been not just a win for the company but for the wider economy here. “Our growth not only brings a substantial economic impact but also enriches the local community. We actively participate in corporate charity partnerships, with a strong focus on giving back. In 2023, our employees selected AWARE NI as our company charity partner. This gives our employees the autonomy to generate creative ways to raise funds and awareness for such a worthy cause. We encourage our staff to engage with the community, and our impact goes beyond business,” says Steven. Against the backdrop of FinTrU’s global reach, Steven notes: “Every pound of revenue is generated outside Northern Ireland, and our presence significantly contributes to the local economy. Approximately 25 per cent of our client base is truly international, with banking clients from the US, France, and Spain. We’re highly invested in continuing to expand our international presence.” “Our uniqueness lies in our ability to provide holistic solutions. We bridge the gap between services and technology. Our technology products are not generalised; they are designed to address complex problems effectively. This combination of holistic solutions sets us apart from our competitors,” Emma asserts. As FinTrU continues to grow, the rapid evolution of its technology remains a priority. “We have designed our technology to be forward-looking, anticipating where the industry is heading. This gives us the flexibility and adaptability to cater to the ever-changing needs of our clients,” she concludes.

FEATURE

Simon Mann is the commercial director at Bauer Media Audio Northern Ireland, the largest radio group in NI (the home of Cool FM, Downtown Radio, Downtown Country, and Greatest Hits Radio NI). With its HQ in Hamburg, Bauer Media is present in eight countries (most notably in being the Republic of Ireland with the purchase of Communicorp). Part of the Bauer team for 13 years, Simon lives and breathes all things radio. He previously worked for Capital Radio, Virgin Radio and Independent News and Media, and his key skills are sales strategy, commercial and audience development, digital innovation, and business transformation.

1. DEFINE SUCCESS AND BEGIN WITH THE END IN MIND In the first instance, to be successful, it helps to understand what your definition of success is and to define it on your terms. It is not universal; only you can set those terms, and it is not always about money. Very few of us are born to be successful. It will always be a challenging journey, regardless of your starting point. You cannot necessarily inherit passion, drive, and a relentless work ethic. Your own personal perception of success is likely where you will find most fulfilment, so begin with the end goal in mind. 2. FAILURE Behind every success is a ton of failure. Do not think that people have not shared that same disappointment and rejection on the road to success. When things do not go according to plan, being positive is the key to success next time. In pursuing success, you need to be resilient, and when you want to give up, you must remember why you started. 3. SELLING SUCCESS Selling is the number one skill to succeed in business – without sales, there is no business. That said, you need to know what makes your enterprise special, which areas need to improve, identify where potential problems lie and understand the financial outlook. Business success revolves around knowing where the opportunities for expansion lie, how to reach new customers, develop new products and enter new markets. You should be in no doubt about the importance of marketing, good systems, and a whole lot of selling! 4. SUCCESSFUL MANAGEMENT IS LIKE PARENTING The skills of successful parenting are akin to successful management. Being

Stairway to Seven My seven steps for business success transparent in what you are asking, setting boundaries, being consistent in what you are saying and how you are saying it, and offering a firm but caring hand helps guide successful outcomes. 5. BUILD ON SUCCESS Over time, by building on success, organisations that focus on what they do best develop capabilities that go beyond their original goals. They do not focus on the constraints in their environment; instead, they take control of their fate. They identify higher aspirations and apply their capabilities to a broader range of challenges and higher goals, serving the most fundamental needs and wants of their customers and building on their early success to enhance and develop what they do best. 6. SUCCESSFUL LEADERSHIP All successful organisations have one leader who understands how to lead, knows fundamentally what they are doing and where they’re going. Jim Collins “Seats

on the bus” analogy in his book Good to Great highlights getting the right driver, with the right people in the right seats, to go in the right direction. Hence, when facing an unknown road, you are better off having a busload of people who can adapt and perform successfully together no matter what is coming around the next corner. Collin’s premise is that great vision without great people is irrelevant. 7. SUCCESSION PLANNING To maintain success, consider the importance of having a succession planning programme that identifies talented individuals throughout the organisation and prepares them for defined leadership roles. As a humble Pompey football fan, one analogy is that if Manchester United had a more robust succession planning programme in place when Sir Alex Ferguson retired in 2013, 27 years of success on the pitch would not have left the dugout with him!

FEATURE

Cleaver Fulton Rankin Strengthens Banking & Finance Team

eading commercial law firm Cleaver Fulton Rankin has expanded its Banking & Finance team with the appointment of Director, Sinead Stewart. With over 17 years’ experience, Sinead advises a wide range of financial institutions and borrowers in relation to general corporate lending, real estate finance, development finance, debt restructurings, distressed real estate projects, and loan portfolio

sales. Sinead has previously practiced in London and Birmingham and is qualified to act as a solicitor in Northern Ireland, Ireland, England and Wales. Sinead will work alongside Director and Head of Banking & Finance, Stephen Cross, one of Northern Ireland’s leading advisors in banking and finance law. Ranked in The Legal 500’s Hall of Fame for Banking & Finance and Projects, Energy & Natural Resources, Stephen has extensive experience in advising banks, financial

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Stephen Cross, Director; Jonathan Forrester, Managing Director; and Sinead Stewart, Director.

institutions, and investors, as well as public sector and government bodies. The team is also supported by experts in the firm’s corporate, real estate, construction and insolvency departments. The strategic development of the firm’s banking & finance team has enhanced the department’s breadth of experience and expertise, providing high quality legal services and support to key players in the local and national banking and finance industry. Sinead’s appointment follows a suite of new hires at the Belfast law firm,

which has just celebrated 130 years in business. Stephen Cross, director and head of banking & finance, comments: “It is an exciting period of growth and development for our banking & finance department at Cleaver Fulton Rankin and we are delighted to welcome Sinead to our team. With specialist expertise and an impressive client portfolio, Sinead is an excellent addition to the firm. Her breadth of experience and deep industry knowledge will be an asset to the

future growth of our banking & finance department, which will further strengthen our client offering. Looking ahead to 2024, we plan to further expand our banking & binance department as we continue to meet the needs of our impressive client roster, supporting many businesses who are playing a key role in the growth of the Northern Ireland economy.” Find out more about Cleaver Fulton Rankin’s Banking & Finance services at www.cleaverfultonrankin.co.uk.

FEATURE

Meet Sinead Stewart, Director in Cleaver Fulton Rankin’s Banking & Finance Team

ecently appointed as a Director in Cleaver Fulton Rankin’s Banking & Finance team, Sinead tells us about her career journey, some of the key challenges facing the Banking & Finance sector, and explains why it is so important to never stop learning. 1. Why did you choose a career in law? I chose a career in law as I recognised that the law influences all aspects of life, from buying and selling houses, to litigation, wills and probate, and family law. I also wanted a role that is both challenging and rewarding. As lawyers, we constantly have to adapt to suit our client’s needs, dealing with complex documents against a background of legislation that is always changing. A career in law is also very people orientated and it’s great to be able to work alongside some very driven and talented colleagues and clients on a daily basis. It’s also very satisfying when you complete a deal or solve an issue for a client which achieves both the client’s commercial goals and gives them the legal protection they need. Being a lawyer ticks all the boxes for me and I am lucky to say that I enjoy what I do. 2. What attracted you to your position as a Director in the Banking & Finance team at Cleaver Fulton Rankin? A new challenge presented itself which would allow me to develop my banking expertise in a leading commercial law firm in Belfast. The development of the Banking & Finance department provided an exciting opportunity to help shape the growth and development of the team’s services and work alongside Director, Stephen Cross, who is widely recognised as a leading expert in banking law in Northern Ireland. 3. What are the challenges facing the banking industry and the economy in general? These are certainly challenging times for everyone, from the unrest in the Middle East and Ukraine, to issues relating to global warming and strikes. There is also much volatility in the finance sector due to inflation, cost of living pressures, crippling energy costs, and increased interest rates putting more and more borrowers under financial strain. Q3 figures suggest rising household default rates hit their highest since 2009 and there is the expectation that worse is still to come in Q4. Consequently, mortgage availability

is being restricted and demand from house-buyers is low. However, unlike in the financial crisis, credit remains available to support corporates, and we are also seeing alternative lenders operating in the Northern Ireland market with many more funding options available. Another big challenge for the banking industry is increased regulatory scrutiny. Banks have to comply with various regulations, from anti-money laundering to data protection law, and this can be a time-consuming and costly process which can impact the profitability of banks. Consequently, businesses must continue to evolve and navigate a world transformed by global uncertainties, technological advancements, changing business models, increased regulatory scrutiny and a renewed focus on sustainability and corporate social responsibility. They will need to be resilient and creative to survive the current challenges. 4. What has been your biggest lesson in your career so far?

Never stop learning. You will always encounter people who have more experience than you throughout your career; learning from people with more experience will help you to grow both personally and professionally. Adopting a learning attitude throughout your life will help you to become a well-rounded, educated and fulfilled individual and professional. 5. How do you achieve a good work/life balance? The pandemic was a game-changer for me in terms of having the ability to work from home. Living in Dungannon and working in Belfast pre-pandemic often meant many a wasted hour commuting into Belfast, five days a week, and being stuck in heavy traffic. Hybrid working now offers me the flexibility of working from home when I need to be at home for the children, gives me more quality family time in the evening and provides me with some downtime. In turn, it means that I am also more appreciative of the days when I am in the office catching up with colleagues.

Supporting Local We spend £160 million annually on local food and drink We partner with 150 local food and drink suppliers

We work with 3,000 local farmers

We sell 3,500 local products in our stores

Proudly supporting local suppliers Ruairi Cunningham STRATHROY DAIRY

Gareth Irvine COPELAND DISTILLERY

Shera McAloran KARRI KITCHEN

John Mackle NATURO Chris Catherwood FARMER, DALE FARM

William Gilpin GILFRESH

Frances Doherty DOHERTY Michael Hall & GRAY KESTREL FOODS

George Mullan LINDEN FOODS

SPONSORED FEATURE

1. Kailash Chada, Phoenix Energy CEO welcomed delegates to the Renewable Gas Conference. 2. Debbie Caldwell (Belfast City Council) addressed the room. 3. Lars Kaspersen (Nature Energy) presented to delegates on the successes of biomethane in Denmark. 4. Clare Guinness (Belfast Chamber), Kailash Chada (Phoenix Energy), Lars Kaspersen (Nature Energy) and John French (Utility Regulator). 5. Oliver Lancaster (IGEM) discussed the benefits of hybrid (gas and electric) heating. 6. Jonathan Martindale (Phoenix Energy),

addressed delegates at the conference, giving an overview of the 5 Commitments released by the regional gas industry. 7. Northern Ireland Distribution Network Officers launched their 5 Commitments to support the sustainable introduction of renewable gases in Northern Ireland. Pictured are Niall Martindale (firmus energy), David Butler (evolve), Kailash Chada (Phoenix Energy), Áine Spillane (GNI(UK)), Paddy Larkin (Mutual Energy). 8. Kevin Harrison (NREL) shared insights from Colorado on the utilisation of E-Methane. 9. Session 1 Q&A panel: Jonathan McFerran (DAERA), Jonathan Martindale (Phoenix

Energy), John French (Utility Regulator), Ryan white (DfE), Oliver Lancaster (IGEM). 10. Dr. Nick Primmer (Future Biogas) presented to delegates on unsubsidised biomethane production. 11. Session 3 Q&A Panel: David Smith (Kilwaughter Minerals), Clare Guinness (Belfast Chamber), Debbie Caldwell (Belfast City Council), Dr Nick Primmer (Future Biogas). 12. Research partners exploring the possibilities of E-methane production in Northern Ireland: CASE, DfE, United Renewables, Phoenix Energy, US National Renewable Energy Laboratory, firmus energy.

APPOINTMENTS

NEW

PPOINTMENTS IN THE BUSINESS COMMUNITY

GARY McLEAN

JOHN BRENNAN

NICOLA ABERNETHY

REBECCA SHALOM

Managing Director, Dublin Airport, daa

Labs Managing Director, daa

PR and Communications Manager, Stena Line

Non-Executive Director, TLT

DAVE VINCENT

MATTHEW GOUK

CIARA BROLLY

KEITH SHORTEN

Northern Ireland Technology Consulting Lead, Grant Thornton

Head of Operations and Training, B4B Group

Partner, Wilson Nesbitt

Head of Commercial, Ulster Rugby

APPOINTMENTS

Arthur Cox makes three hires to growing corporate and commercial department

Partner and Head of the Corporate and Commercial Department at Arthur Cox, Lynsey Mallon welcomes three new Associates to the team.

Arthur Cox has appointed three new Associates to its expanding corporate and commercial department in Belfast. The new hires are Madison Bowyer, Megan Ryans and Jordan Taggart, each of whom have successfully completed the firm’s market-leading trainee programme. Their appointments come as the corporate and commercial department experiences continued strong demand both locally and from international clients. Lynsey Mallon, Partner and head of the corporate and commercial department, said: “It has been another incredibly busy year for our corporate and commercial practice as we continue to grow our wide client base comprising organisations across the public, private and third sectors. “As a firm, we have a reputation for providing pragmatic and trusted advice to those clients, and I am thrilled to welcome our three new Associates who I know will only strengthen that reputation. It is particularly pleasing that Madison, Megan and Jordan have come through our trainee programme, in which we invest a significant amount of time and resource. “Each of them has already made a significant impact, adding real value as they work with Partners to provide outstanding service and strategic counsel.”

The JANS Group welcomes new members to its board The JANS Group has announced the appointment of three non-executive directors as the company prepares for further significant growth. Joining the board as chairman is Dr Mark Sweeney OBE. Appointed in April 2023, Dr Sweeney has a background in the industrial, commercial and manufacturing sectors within Northern Ireland and globally. He has a wealth of knowledge and experience, working in some of Northern Ireland’s largest companies, most recently as a VicePresident of Caterpillar with responsibility for its European and South American Operations. The second new board member is Eamonn Donaghy, an experienced tax consultant and business advisor and currently head of tax at HNH Partners. For over a decade Mr Donaghy headed up the campaign for the devolution of corporation tax varying powers to the Northern Ireland Assembly as a means of stimulating the economy in Northern Ireland. Lastly, in the trio of new appointments, John-George Willis also joins the board as a non-executive member. By background he is

Eamonn Donaghy, Peter Drayne, Dr Mark Sweeney, Ronan Hamill and John-George Willis.

a corporate lawyer, specialising in mergers and acquisitions and corporate governance, and is a consultant at Tughans in addition to being chairman of Pivotal since 2019. The new non-executive directors of the JANS Group board will be responsible for providing independent judgement on issues such as the company’s strategy,

performance and resources including key appointments and ensuring standards of conduct are adhered to. The board members will oversee the JANS Group which includes companies ETRUX, JANS Composites, JANS Modular, JANS Lifestyle, Bespoke and BlueMAC.

FEATURE

Family Firms Best Placed to be a Force for Good

r Ian Smyth, Manager of the Centre for Sustainable Family Enterprise at Ulster University Business School, discusses how family businesses are better positioned to deliver a more sustainable future for their people, planet and communities. You may have heard the saying “from clogs to clogs in three generations”, a wellknown phrase used to describe the threegeneration cycle of a family business’s failure to prosper and their tendency to eventually decay. It is one of the few phrases that can be found universally across a number of cultures repeated in different ways with the same message – that family firms fail to make it beyond the third generation. You may even have heard some statistics to back this up, that a third of family firms fail to make it to the second generation and around a third of those that do fail to make it to the third generation. These stats and those phrases are misleading and it’s time to rewrite the narrative. In fact, family firms are better placed to deliver a more sustainable future, not only for the firms themselves, but for their people, planet and communities they are embedded in. The Irish Family Business sector is the heartbeat of the Northern Irish economy

and represents something in the region of 328,000 jobs and a 57.2% share of all private sector employment (IFB, 2021). When you compare family businesses to their non-family counterparts they may sometimes (though not always) be slower to grow, but consistently outperform on a number of measures – family ownership brings a competitive advantage in situations that demand resiliency rather than rapid growth. Family businesses, with owners close to the business, can adapt quickly to changing circumstances and balance the imperatives of navigating through the crisis with the implications for the long-term in mind. That means working hard not only to preserve cash, but also to ensure the wellbeing of employees and communities. In many studies, family companies have been shown to be better employers and community citizens than their non-familyrun peers, that’s a distinct competitive advantage. The UN World Commission on Environment and Development defined sustainability as being about “meeting the needs of the present without compromising on the ability of future generations to meet their own needs.” This definition shares a fundamental theme that’s particularly relevant — and familiar — to families in businesses because of their sense of duty to create and preserve a healthy, diverse and resilient world for their children and grandchildren. The commitment to this ideal of generation-to-generation value creation is not new to family businesses. It’s deeply embedded in the family’s values and woven throughout their business model. What is new, is the opportunity for family businesses to

play a larger societal role by using their long-term, multi-generational mindset as a roadmap to sustainability for others to follow. Focusing on sustainability and strengthening the bottom line are not mutually exclusive. Increasingly, they are becoming competitive differentiators for winning new business and attracting new customers and top-performing employees. The recent annual conference of the NI Family Business Forum, which was set up by leading local accountancy firm Harbinson Mulholland in conjunction with Ulster University Business School seven years ago, was held in Belfast on the eve of National Family Business Day. A delegation of over 100 people representing 40 local family businesses gathered to hear how being ‘A Force for Good’ would help curate a better future for their businesses and our planet, as well as inspirational real-life stories and experiences that make this sector so unique. A raft of topics including philanthropy and leaving a legacy, sustainability, creating a world class culture, next gen leadership transition and adapting a lean manufacturing mindset for continuous improvement and growth were addressed by guest speakers and a panel of experts and business owners. At the conference, Ulster University launched a new dedicated centre, The Centre for Sustainable Family Enterprise, which is dedicated to providing enterprising families with the knowledge, tools and resources they need to build thriving, sustainable businesses that last for generations. For more information visit ulster.ac.uk/family-enterprise or email: i.smyth@ulster.ac.uk

FEATURE

Emma-Louise Kells (BITC NI), Chris Martin (Danske Bank), Catherine Duggan (Grant Thornton), Jamie Delargy, Gavin Mackie (Larchfield Estate), Cecelia Parker Aranha (CMA), Tim Monroe (Smiley Monroe) and Danielle McCormick (All Ireland Sustainability).

Businesses must be ‘Bold but Transparent’ with their Sustainability Stories By Chris Martin, Head of Sustainability at Danske Bank

have always felt that Northern Ireland companies should not be shy when it comes to sharing stories of their successful sustainability initiatives, so long as they are prepared to be transparent about their achievements. It was a message that was echoed by a lot of the speakers at the latest event in Danske Bank’s Advantage Climate Series, which saw over 120 guests welcomed to hear a range of speakers on the theme of Taking Action, Telling Your Story at the Larchfield Estate in Co. Down. It is undoubtedly a fine line to tread between overstating your green credentials and opening yourselves to accusations of “greenwashing” and on the other hand being paralysed into doing nothing because of these fears – what one of our panel of speakers called “greenhushing”.

When we were discussing best practice in green communications at the event, I found it really interesting that Cecilia Parker Aranha from the Competitions and Markets Authority (CMA) said its data shows consumers are increasingly concerned about the environmental impact of the products and services that they buy. The regulator believes businesses want to be honest with their customers about their green credentials and upfront about how green a product or service really is. But she also said the watchdog understands it may not always be clear how to do this. To help, the CMA has developed the Green Claims Code – which sets out six key points to check your environmental claims are genuinely green and not misleading. The idea is that by following this

code, not only will it help you protect the reputation of your business with you customers, but it will also help you to stay on the right side of the law. The six tests set out in the Green Claims Code are: • Are your claims truthful and accurate? Businesses must live up to all claims made. • Are your claims clear and unambiguous? Customers should be able to understand the claims you make, don’t confuse them with vague terms. • Do your claims hide or omit important information? Customers must be able to make informed choices and have the full picture. • Do they only make fair and meaningful comparisons? Products being compared should be intended for the same purpose. • Have you substantiated your claims? Make sure you provide robust evidence to back up your claims. • Do your claims consider the full lifecycle of a product, its overall impact from creation to disposal? Another speaker at the event was Danielle McCormick from All Ireland Sustainability, who told the audience businesses need to be confident in telling their sustainability stories to customers, suppliers, employees and other stakeholders. “What I would say to any business who has made progress in sustainable practices is that they definitely should be telling their story in an engaging and positive way, but also that they should be transparent from day one. If you’re only at the start of your sustainability journey it’s ok to say that. It means you’ll be able to provide updates as you do more over time,” she said. I think it is really important that we bring together expert speakers to give insights that will help our customers on their sustainability journeys along with businesses who are going through it themselves to share their experiences. We’ve seen through the Climate Action Programme we developed with Business in the Community that businesses in Northern Ireland are responding to the increased demand from consumers who want to buy from companies who are green and ethical. So whether your business is well into their climate journey or just at the beginning of starting to measure and understand your climate impact, the Green Claims Code provides a good check list when you start communicating those successes. If you can answer all of the questions positively then you have a great story to tell.

HENDERSON PRINT LEADS IN PRINT TECHNOLOGY Henderson Print is a leading printing firm supplying a huge variety of businesses from all over Northern Ireland. The company is focused on delivering quality products at extremely competitive prices by an excellent team of skilled people. Its experience and knowledge of the printing market is second to none. From manufacturing POS packs including over-bags and outside banners for the road and forecourts, to all in-store signage including bunting, hanging signs, shelf edge labelling, wobblers, in-store menus, bus-stops, leaflets, magazines, etc, Henderson Print takes clients through the entire process from design right through to print, product finish and delivery. For more information visit www.hendersonprint.com

SCOTT’S IRISH WHISKY Scott’s Irish Whicky originates from Angus Scott, a moonshine distiller in the 1780’s. Upon ﬂeeing from the excise man and travelling to America. Angus came back home with an amazing whisky recipe. Fast forward 200 years and that secret recipe was found in the family archives and Scott’s Irish Whisky was produced. Scott’s Irish Whisky is situated along Lough Neagh Melvin in County Fermanagh with amazing scenery surrounding the site. The ﬁrst bottle went for a European Record of £10,000 at auction on its release date in London. For more information visit: scottsirish.com or telephone: 028 6625 1400

TRANSLINK – LIFE BETTER. CONNECTED

Translink services are the greener, healthier, eco-friendly way to travel around Northern Ireland, keeping our community better connected and acting as everyone’s ﬁrst choice for travel. Our services are instrumental in keeping our region moving – we facilitate around 1.5m passenger journeys on a weekly basis, including 55,000 school pupils every day during term time. Hundreds of thousands of people rely on our services every day to get to and from their work or to stay connected to friends and family. What we do is central to the Climate Change Act and Green Growth Strategy, and no Net Zero policy is credible without a focus on public transport. As Christmas draws closer, public transport will fulﬁl a major role in boosting our communities, taking people into urban centres for retail and social opportunities, and helping to support our night-time economy. We also seek to do more to support our night-time economy in the period ahead, and will continue working with key stakeholders to deliver this. Public transport is a key enabler of public health, helping to decarbonise our roads and cleanse our air as more people make the switch away from the private car. www.translink.co.uk

To view full range of courses visit W: aku.training

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TRAINING COURSES NOVEMBER 2023 - MAY Y 2024 Training will be delivered in classroom or online in agreement with participants. Nov 23

11 Jan Developing Confidence 12 Jan MS Excel Advanced 13 Nov MS Project 16 Jan Proofreading 14 Nov Credit Management 17 Jan Equality and Diversity 15 Nov MS Excel Intermediate in the Workplace 16 Nov Professional Selling Skills 18 Jan Professional Selling Skills 21 Nov Assertiveness Skills 19 Jan MS Word Accessibility 21 Nov Introduction to Project Mgt 20 Jan Adobe Acrobat Pro 21 Nov People Management 22 Jan Resilience and Wellbeing 21 Nov Practical Risk Management 23 Jan Presentation Skills 22 Nov Proofreading 24 Jan Whistleblowing 23 Nov Conducting Investigations 25 Jan Leadership Skills 23 Nov Mailchimp Email Marketing 26 Jan Facilitation Skills 27 Nov Mentoring Skills 29 Nov Competency Based Interview Skills Feb 24 30 Nov Tender Writing for Bidders 01 Feb Creating Video on your Mobile 30 Nov MS Word Advanced 02 Feb LinkedIn

Dec 23

02 Feb PA Development

05 Feb MS Project 01 Dec Influencing & Negotiation 06 Feb GDPR Staff Awareness (half-day) 04 Dec High Performing Teams 07 Feb Storytelling in Business 05 Dec MS Excel Advanced 08 Feb MS Excel Introductory 07 Dec Adobe InDesign 09 Feb Minute Taking 08 Dec Fraud & Cyber Security 12 Feb Sage Cloud Payroll 12 Dec Report Writing 12 Dec Interview Skills for the Interviewer 15 Feb Xero Cloud Accounting 20 Feb MS Excel Intermediate 13 Dec Difficult Conversations 21 Feb Conducting Investigations 13 Dec Sage Cloud Accounting 22 Feb Fundamentals of Digital 15 Dec Finance for Non-Financial Mgrs Marketing & Social Media Jan 24 23 Feb Design for Non-Designers 08 Jan Effective Communication using Canva 09 Jan Customer Service 26 Feb Manager as a Coach 10 Jan People Management 27 Feb Mailchimp Email Marketing

28 Feb Adobe InDesign 29 Feb HR Fundamentals

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FEATURE

GMcG Managing Director Susan Dunlop with Associate Directors Michael McCarter and Bryan Friar.

Continued Growth for GMcG Chartered Accountants GMcG practice expands through acquisition of well-known accountancy firm.

he acquisition of Jackson Andrews Chartered Accountants marks another significant milestone in the evolution of GMcG Chartered Accountants. The eight director firm is one of Northern Ireland’s leading independent accountancy firms and now boasts an employee count of over 100 across its Belfast, Lisburn and Portadown locations. The acquisition, which took effect on 16 October 2023, is a hugely positive development for GMcG where developing the practice and growing market share remain key areas of focus for its management team. With the acquisition of the Jackson

Andrews practice, there can be very little doubt regarding the quality of what has been gained by GMcG. Jackson Andrews Chartered Accountants was created in 1970 by the merger of two local firms. The firm and its client base continued to grow, seeing further expansion through the 1994 purchase of Magee Todd & Vaughan, an established Portadown practice. With this growth came a reputation for delivering quality compliance and business advisory services to clients across a range of industry sectors in Belfast and Portadown. Commenting on the acquisition, GMcG Managing Director Susan Dunlop said: “For quite some time, we have been considering a range of options to

accelerate the growth and profile of the GMcG firm. “Jackson Andrews was a longestablished practice with the reputation, service offerings and client base that we felt really suited our own business model and growth aspirations. As well as having suitable geographic locations, the Jackson Andrews management team share many core values with the GMcG firm in relation to their ethos, their people and their commitment to delivering the highest standards of client service.” The employees of Jackson Andrews have joined GMcG’s Belfast and Portadown offices. Bryan Friar and Michael McCarter, who headed up the Jackson Andrews practice, have taken up associate director positions at GMcG. Explaining more about the background to the development, Bryan Friar commented: “In recent years, Michael and I have explored a number of possible scenarios related to the future of the Jackson Andrews practice. Having met the directors at GMcG we could immediately see the synergies between both firms, the shared ethos in relation to values and client service, and the opportunity to secure long terms plans regarding the interests of our clients and employees across both locations. “Being part of GMcG Chartered Accountants represents an exciting new opportunity for all of us. I have no doubt our employees will quickly adapt to their new working environments and will look forward to developing their careers with GMcG.” As GMcG’s growth continues, its commitment to delivering added value services to clients amid ongoing political and economic uncertainty remains resolute. Ensuring the management team remains accessible and available to offer clients the right advice, when they need it, has been a longstanding mantra of the GMcG practice, across all three locations. Whether it relates to compliance services or tailored expertise to help clients grow their business, GMcG continues to invest in its people and ensure clients benefit from experience and skills that are directly relevant to their unique circumstances. Susan Dunlop adds: “This acquisition will bring new personnel, experience and expertise across many of our client service teams. Our people are our biggest asset and we are in no doubt that we have the right talent across all our departments to help our firm continue to grow. “It is an exciting new era for GMcG and I look forward to working with Bryan, Michael and the team in developing new opportunities for our business, our clients and our employees.”

six

KEADY-BASED SFM ENGINEERING DRIVES AMBITIOUS GROWTH WITH SUPPORT FROM BANK OF IRELAND A Keady-based steel fabrication and manufacturing firm is set to boost its employment numbers as it expands its operations with the support of Bank of Ireland UK. SFM Engineering has undertaken extensive expansion works at its new 80,000 sq ft headquarters in Keady, which will enable it to grow employee numbers from 60 to 100 as it works to meet ever-increasing demand for its specialist products. The £3.5m investment in the expanded premises has enabled a 100% uplift in production of the company’s specialist products which are manufactured for the material processing equipment industry, supplying companies locally and internationally. Speaking about the company’s ambitious plans for the future, Paul Breen, managing and commercial director, SFM Engineering said: “The factory here in Keady has been at the heart of the town for over 60 years and for 50 years before that it was the local railway station. It was important to us that, given the opportunity, SFM Engineering continue that legacy and now this investment will provide greater stability and sustainability.”

“We are proud that products being produced here in Keady are being used in machinery and production processes in Northern Ireland, the UK and as far away as the USA and Australia. “The investment in the premises and equipment means we can meet the growing demand for our products and services. With the additional capacity, we have an opportunity to double our output and nearly double our team. This will provide further skilled jobs right here in Keady, helping us give back to the local community and economy. “Bank of Ireland UK have been beside us throughout our expansion plans, from the planning stages to completing the works and now looking ahead to the future. Not only have they supported us with finance, but the team have taken the time to get to know our business and understand our future plans in terms of growth, export and sustainability, which is really important to us.” Diane McCall, senior business manager, Bank of Ireland UK, said: “SMEs play a vital role in our economy from an economic and social development perspective and we are delighted to work closely with SFM Engineering and

support them on this next phase of their successful business journey. “At Bank of Ireland UK we are privileged to work with some of the best and most innovative businesses across Northern Ireland who trust us to provide the right services and products at the right time to enable them to grow. We do not take their business for granted and recognise their commitment, resilience and exceptional work day in and day out that drives their success.” SFM Engineering began their business journey in Keady in 2006 occupying a third of the original factory. In 2019 SFM Engineering purchased the site and simultaneously expanded it from 3 acres to 5 acres by purchasing adjoining land. This allowed for the expansion and refurbishment that you see today, providing SFM Engineering with great foundations for their ambitious development plans, enabling it to align with the growth plans of its customers. Further details on Bank of Ireland’s support for businesses is available at: Business - Bank of Ireland UK

PROMOTING DIVERSITY FOR SOCIAL AND ECONOMIC BENEFIT

By John Ferris, Regional Ecosystem Manager, Ulster Bank Creating a diverse, equitable and inclusive workplace is high up on the agenda for most business owners. The majority of business leaders here recognise that they have a significant role to play in terms of promoting diversity and are beginning to appreciate that broadening the range of products and services they offer in line with how communities are changing, can bring a wide range of social and economic benefits. At Ulster Bank we too remain focused on progressing our own diversity strategy and are embarking on several worthy initiatives to ensure that our operations continue to reflect the communities we serve. As part of this drive, we have been pleased to partner with the Ethnic Minority Employment & Entrepreneurship Network in Northern Ireland, capably led by Diane Davis. Last month Diane and her team held the inaugural Minorities Recognition Awards at the Stormont Hotel in order to honour those companies and business leaders who have made strides in this area and can be hailed as positive examples for others to follow. We were

pleased to come on board as one of the sponsors of the event and join in on the evening of celebrations. It’s one thing to strategize and make commitments in this area but being in a packed room, feeding off the energy of so many driven, ambitious businesses really emphasizes why this is an important thing to do. Winners on the night were applauded for their dedication to fostering diversity both within their organisations and in the wider community, inspiring others to do the same. Individuals were recognised across a number of categories including hospitality, hair and beauty, arts, media and advertising and STEM with further awards for Inspiring Champion and Outstanding Achievement. Among the list of winners were Dr Pragya Sharma, a biochemist who set up a company to treat skin conditions, and Dr Nisha Tandon OBE who collected the Outstanding Achievement Award. Guests in the audience were wowed by both recipients, and indeed all of the other worthy winners, who highlighted the commitment and passion of business

owners as well as the immense talent and positive contribution ethnic minorities make to society in Northern Ireland. From speaking to fellow sponsors and judges since the awards evening, I know I am not the only one who came away from this event with a renewed sense of responsibility. It is up to institutions and organisations to lead on this work and not shy away from making a genuine difference. Our society and local business community is thankfully full of inspirational people such as Diane and her team and indeed all of the award winners who are only too happy to share their insight and expertise so that we keep building on the progress achieved to date and introduce even more meaningful changes. A more inclusive society benefits all of us so it is only fair that we all contribute to creating one. We are certainly ready and willing to do the work and keen to encourage others to do the same.

LIFESTYLE

James Stinson

Kia Niro plots a path to electric The all-electric Niro is the future but would be even better if it were cheaper, writes James Stinson.

139bhp in the regular hybrid. Despite this, it isn’t a whole lot quicker, getting from 0-62mph in 9.6 seconds, compared to 10.4 in the HEV. The fastest Niro by far is the EV, which thanks to its 201bhp powertrain can go from 0-62mph in 7.8 seconds and reach a 104mph top speed. The trick with the plug-in hybrid over the regular hybrid is the electric only range, which has been extended to 39 miles. If you keep the battery charged and use it mostly in electric mode only – in and around town – it can deliver claimed efficiency north of 300 mpg. The standard (and cheaper) hybrid is pretty good on the economy front too with a claimed efficiency of 60mpg, while adopting a slow and steady driving style will help get you closest to these figures. Elsewhere, the Niro’s interior is unfussy with plenty of soft touch materials, gloss black finishes and chrome-like detailing to the fore. The cabin is airy and spacious with plenty of room for leggy passengers, front and back. Boot space varies by powertrain. The most spacious is the EV with an impressive 475 litres. The hybrid comes next with a respectable 451 litres while the plug-in hybrid comes in with just 348 litres, because the battery is located at the rear. The line-up kicks off with the entry-level ‘2’, then the ‘3’ and finally top-spec ‘4’. Equipment levels are among the most generous around with all models getting 16-inch alloy wheels, dual LED headlights, a reversing camera, rear parking sensors, an 8-inch touchscreen and a towing pack as standard. Pricing will likely be the key factor when it comes to which version you choose. Car makers have become clever at launching electric only models and brands which makes comparison between these and petrol-powered alternatives difficult, but you can still compare like-for-like with the Niro Pricing for the cheapest 2 Hybrid petrol model starts at £30,140, with the Niro plug-in hybrid starting at £34,425. Unsurprisingly, the all-electric Niro EV is the most expensive option; available from £37,295. Leaving the tax benefits for company car buyers aside, the difference remains a significant deterrent for many.

ishi Sunak’s decision to push back the ban on the sale of new petrol or diesel cars from 2030 to 2035 generated a lot of headlines but will likely have little impact on car makers or car buyers. The timetable may have shifted but the destination remains the same. While many car makers were initially cautious about the government’s 2030 target, over recent years they’ve all bought into the move to electric power. They are all investing billions in battery technology with many car makers expecting to have all-electric ranges long before 2030. Don’t get me wrong, there are still many challenges to overcome before electric car ownership becomes truly universal. There are nowhere near enough public charging points, especially in Northern Ireland. Electric cars are still too expensive compared to petrol or diesel-powered cars. But basic A-level economics teaches us that as production ramps up, prices should come down. Competition between car makers is also helping to drive innovation in the sector. When I first drove an electric car back in 2011, the range – less than 100 miles – was pitiful. Fast forward 12 years and this latest all-electric Kia Niro has a claimed range of 285 miles. If you use it solely for driving round town, that rises to well over 300. At the minute though, the market for all electric cars is still in the early adopters phase, which is why Kia continues to offer a range of powertrains in its big selling Niro – standard hybrids (HEVs), plug-in hybrids (PHEVs) and fully-electric versions (BEVs). Hybrid and plug-in hybrid versions use the same 1.6 litre petrol engine and six speed gearbox but the PHEV has a more powerful electric motor. This gives it a combined output of 180bhp, versus the

PUTTING THE CAR IN CAREER.

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Reward. Retain. Recruit. 88

LIFESTYLE

James Stinson

Magic MX-5

Mazda’s MX-5 is a modern-day classic. Enjoy it while you can, writes James Stinson.

should deliver “a more dynamic, yet secure, drive experience with firsttime track drivers in mind.” The 2.0 litre version is the best choice by far and is capable of 0-62mph in 6.5 seconds though the low slung, mechanical feel of the little Mazda makes any sort of forward propulsion feel very lively. For this latest model, Mazda has also tweaked the steering and throttle response, it says to “further enhance the sense of oneness with the car and connection with the road”, while a new asymmetric limited slip differential is being added to the 2.0 litre car to further improve stability when cornering. Elsewhere, the MX-5 retains its refreshing simplicity. There are no turbochargers, flappy paddle gear changers or similar technical frippery. Having recently driven the current 2023 version, we can confirm there are few better thrills than powering an MX-5 through gentle bends and short straights on country roads. It’s a nimble little number, with a superior power-to-weight ratio, rear-wheel drive, perfect 50:50 weight distribution and steering that is light and very responsive while the six-speed gearbox is about as good as manual boxes get, with a beautiful, mechanical-feeling and short-throw shift action. When you want to enjoy some open-air motoring, the lightweight fabric hood can be folded back easily from the driver’s seat with one hand. The boot is small but it can swallow two carry-on suitcases. It all adds up to a car that you could easily use every day. Standard equipment includes alloy wheels, aircon, heated seats and a leather steering wheel. It’s also worth highlighting Mazda’s solid reputation for reliability and build quality that sees it appear regularly near the top of owner surveys.

A few years from now we’ll look back on this time and the cars we drove with some fondness and perhaps even a sense of loss. For as smooth and techy as the newest electric cars are, they can’t hold a candle to the best petrol-powered cars when it comes to sheer driving enjoyment. The drive to electric is exciting but driving electric cars isn’t. They struggle to deliver the fun that comes from being propelled along in a petrol-engined car, at least until they can build one that matches a modern-day Mazda MX-5. But let’s face it, few cars and certainly none in the same price bracket can match the Mazda for sheer driving enjoyment. Thankfully, Mazda isn’t about to draw a line under the little twoseater sportscar just yet, with a host of changes just announced for a newly updated version. The 2024 MX-5 is marked out by a new LED headlight design that now incorporates the daytime running lights, while the rear LED lights have also been redesigned and a new Aero Grey paint colour has been added to the MX-5 line-up. Inside, drivers benefit from a new larger central 8.8-inch touchscreen multimedia display and an updated instrument panel. The 2024 Mazda MX-5 also has a new frameless rear-view mirror but the interior retains the same driver-focused cabin and driving position. The 8-model range features an unchanged engine line-up with both the Roadster and Retractable Fastback RF models offered with a choice of 1.5 litre 130bhp and 2.0 litre 181bhp Skyactiv-G petrol engines. Across both body styles, the Prime-Line model is matched to the 1.5 litre engine, the Exclusive-Line can be ordered with both the 1.5 and 2.0 litre engines, while the range-topping Homura is sold exclusively with the 2.0 litre engine. All models now get a ‘Dynamic Stability Control’ track driving mode which Mazda says doesn’t intervene “until a later parameter” and

Prices for the new 2024 model, which will arrive in March, haven’t been revealed yet. Prices for the current model start at £25,515 for the 1.5 litre version and £29,710 for the 2.0 litre model, so expect something similar.

PUTTING THE CAR IN CAREER.

Call our Affinity team to add our staff benefit to your team 028 9038 6600

agnewleasing.com/affinity-scheme/

Give your employees the opportunity of owning a new car through our exclusive Affinity leasing scheme.

Reward. Retain. Recruit. 90

SMART TRAVEL: DUBLIN AIRPORT’S HIGH-TECH PASSENGER SOLUTIONS Dublin Airport hasrevolutionised the passenger experience with its innovative and eco-conscious approach. The newly opened “Dublin Town To Go” store, located in Terminal 1 Arrivals, in partnership with SSP, offers passengers a frictionless, checkout-free shopping experience. Powered by cutting-edge AI technology from contactless checkout solutions provider Zippin, this concept store redefines convenience for passengers. It’s designed to meet the needs of departing and arriving passengers and those waiting in Arrivals. In “Dublin Town To Go,” you’ll find everything from coffee, pastries, sandwiches, and salads to essentials like milk and cereal. But Dublin Airport’s commitment to passenger-focused excellence doesn’t end there. The official Dublin Airport app now allows passengers to provide real-time feedback and offer ratings to ensure continuous improvements to their experiences. It’s all about making your journey through Dublin Airport as enjoyable as possible. Moreover, recognising the importance of sustainable transportation, Dublin Airport is actively seeking partnerships with bus operators to provide passengers with high-capacity, high-frequency, and competitive public transport options, offering attractive alternatives to private cars. This initiative aligns with the airport’s commitment to promoting green travel options while improving connectivity and frequencies for passengers. Environmental stewardship is also at the core of Dublin Airport’s operations. With an ambitious goal of achieving net-zero emissions by 2050, the airport is already making substantial progress. Switching to Hydrotreated Vegetable Oil (HVO) for refuelling aircraft delivery vehicles is a prime example. By opting for HVO over diesel, the airport anticipates an annual reduction of around 1,000 tonnes of CO2 emissions, showcasing its dedication to combating climate change and providing a greener experience for passengers. Dublin Airport is more than an aviation hub; it’s a symbol of innovation, sustainability, and a dedicated commitment to passenger well-being. The airport continues its journey to set industry standards and to deliver the best possible passenger experience.

+44 (0) 28 6625 1400 | chris@scottsirish.com 91

Columnist David Wilkinson Chief Technical Architect, Telefónica Tech UK&I

Delivering Care Through Technology: Anywhere, Anytime David Wilkinson is a solutions architect with over 15 years of experience in enterprise IT. Working for global IT services companies over the years, he has worked in various sectors such as technology, education, manufacturing, utilities and healthcare. He currently works for Telefónica Tech UK&I within its Enterprise Health Services division. How, where and when patient care is given is changing. As technology evolves, there is a natural evolution towards smart services to ensure better quality, faster and safer patient healthcare. The ability to access systems anywhere, at any time is now seen as essential, but system users in the modern healthcare environment often experience many frustrations with functionality in their day-to-day activities. A poor digital experience can lead to a decrease in productivity, meaning less time is spent with patients in need of care. Telefónica Tech UK&I, in collaboration with key healthcare partners, is helping to deliver a truly efficient and seamless modern healthcare environment by helping healthcare providers put the right digital foundations in place. Recently, we have been working on several very large public sector health contracts to help transform how healthcare is delivered across the UK and Ireland with the rollout of Electronic Patient Records. The Electronic Patient Record system ensures information will no longer need to be stored across multiple systems, reducing duplication of effort, and allowing care providers to securely see the right information, in one location. This will free up staff to provide greater patient or service user focus, improving both staff and patient experiences in Northern Ireland and beyond. In the medical profession, technology has made significant moves in

transforming healthcare for the better by making remote or hybrid working a reality across the sector. Indeed, Telefónica Tech recently worked on a healthcare project which helped radiologists access medical images such as X-rays and scans from anywhere. This change allowed them to work more flexibly, as well as increasing the number of radiologists available, which reduced the amount of time that patients had to wait for their images to be checked. Furthermore, mobile technologies have streamlined and enhanced various aspects of healthcare operations, making access to systems and patient data more seamless. Healthcare professionals use mobile technologies and apps for many purposes including administration, health record maintenance and access, communications and consulting, reference and information gathering, and medical education. One illustrative example of this multifaceted use is the application of barcodes to streamline administrative tasks. In a recent partnership, Telefónica Tech UK&I collaborated with a healthcare client to implement mobile technologies equipped with integrated barcode scanning capabilities for medication administration. This initiative is designed to enhance patient safety by ensuring accurate patient identification and precise dosage administration, thereby reducing potential risks. Additionally, Robotic Process Automation (RPA) has proven to be highly effective in automating manual

and repetitive tasks. This could be from patient administration to appointment scheduling to report generation and distribution. The ability of RPA to allow staff to focus on higher value tasks was evident during the global pandemic; it played a vital role in relieving pressure on healthcare professionals so they could focus their efforts on helping those in need. Hospitals and health systems are now tasked with managing challenges around data security, remote access, cost control, and digital experience. These specific factors are now under scrutiny amongst C-level executives in the sector. To tackle this, technologies such as remote desktops and collaboration apps are serving the needs of those in a host of different clinical and non-clinical job roles. These technologies ensure secure remote access and a consistent work experience, regardless of the device type or network. The future of healthcare is bright with the introduction of digital technology that can reduce the risk of errors but also increase the speed and simplicity of healthcare processes. The introduction of AI is set to streamline productivity, drive efficiency, and revolutionise healthcare further. These advancements not only help healthcare professionals improve patient care and productivity, but also have the potential to lead to quicker, earlier diagnoses and more effective treatments for a range of conditions, all while reducing costs.

AKU: UNLOCKING POTENTIAL Aspiring leaders are those with a vision; a drive to make a difference; and the ambition to steer their teams/organisations toward success. To succeed, their development must be viewed as an ongoing journey and not a destination. That journey can’t begin without proper preparation and guidance. At its core, leadership training is pivotal in shaping tomorrow’s leaders, and equipping them with the skills and knowledge to lead effectively. Relevant training offers insights into communication, decision-making, conflict resolution … and much more. It enables individuals to hone their skills and abilities to grow as leaders and develop key competencies including: Cultivating self-awareness – by understanding their strengths and development areas leaders are better equipped to lead with empathy, adaptability and resilience. Fostering teamwork and collaboration – by exploring the impact of inclusivity and diversity leaders are encouraged to create a workplace where all voices are heard and valued; resulting in stronger, more innovative teams. In a rapidly evolving world, where change is constant, leadership is more critical than ever. Aspiring leaders need c contextualised support and development to navigate complex challenges, inspire teams and drive success. If you haven’t already started to develop this journey within your organisation now is the time to start. Contact us today on 028 9016 0587 and we can help guide you and your team of aspiring leaders to help them not only to survive but thrive.

SEAGOE H OT E L    

22 Upper Church Lane, Portadown BT63 5JE +44 (0) 28 3833 3076 Email: events@seagoe.com Website: www.seagoe.com

PFA NI LAUNCHES AFFINITY CAR SCHEME The Professional Footballers’ Association Northern Ireland have launched Agnew’s Leasing Affinity Car Scheme to all their members. This enables the members to access additional manufacturer support, over and above normal levels on a car. Agnew Leasing is the leading contract hire and leasing company in Northern Ireland. With over 25 years of industry experience and part of the UK’s largest motor retailer Sytner Group. Agnew Leasing’s Affinity Car Scheme has been designed to enable companies and organisations across the UK to offer their employees/ members a secure, online quotation system to help them find their perfect car. • No cost to the business. • Attracts and retains the best talent. • Saves your employees/members money. • Hassle-free setup - Agnew Leasing will handle everything.

Pictured from L-R, Matthew Clarke (Linfield), Rebecca Mann (Crusaders), Emily Wilson (Glentoran), Account Manager Stephanie Morrison and Sales Manager Adam Patrick.

Created as an added benefit for employees or members, the quotation system will enable users to select their make and model of vehicle and establish monthly costs that suit their budget by adjusting deposit, term, and mileage per annum on the selected vehicle. Users benefit from additional manufacturer support, over and above

normal levels, making rentals extremely competitive in the marketplace. At the end of the contract, customers hand their vehicle back, without any hassle or concerns over depreciation. Enquire today for more information or get in touch with our dedicated team on 028 9568 2997.

CENTRA RUN TOGETHER - £34,000 AND COUNTING FOR ACTION CANCER Local convenience and community retailer Centra, part of the Musgrave Group, was delighted to welcome back its annual fundraising and wellbeing event Run Together in October, which saw 1,600 runners from across N. Ireland descend upon Ormeau Park. A sold-out event, Centra donated all registration fees for the 5K and 10k routes to its long-term charity partner Action Cancer and has so far raised a staggering £34,000, with funds still coming in. One of the most popular runs in N. Ireland, Run Together is part of Centra’s Live Well initiative, designed to motivate people of any ability or age to embrace a healthy lifestyle by taking part in the run, while raising money for Action Cancer. Centra brand ambassador Pete Snodden launched the race, after a warm-up led by fitness trainer Bubba. Participants received a Run Together t-shirt, a bespoke medal, a goodie bag, a free lunch, a Frank and Honest coffee as well food samples from local suppliers. Centra has supported Action Cancer since 2001, and this year aims to raise £175,000 to help keep the charity’s mobile detection the Big Bus on the road. Commenting on the event, Jennifer Morton, Centra brand manager, said: “We were delighted to welcome back Run Together for 2023. It was fantastic to see so many people at Ormeau Park to raise money for such a good cause. There was a real buzz, and it was great to see runners of all abilities enjoy the experience. Thank you to all the Centra brand ambassador Pete Snodden, Action Cancer corporate participants for their generous donations fundraising manager Lucy McCusker, fitness trainer Bubba and Centra to Action Cancer and to our suppliers for Director of Marketing Desi Derby at the start line of Centra Run Together. supporting the event.”

Grange Farm Duck Breast, Caramelized Apple, Salt Baked Celeriac, Kale & Mustard Sauce Serves 4

Gavin Murphy Executive Head Chef METHOD 1. Lightly salt the duck breasts skin side up, place in fridge for four hours. 2. Peel and roughly chop the celeriac, place on roasting tray with 20g of sea salt and the white wine, cover with tinfoil and bake at 180 degrees for 40 minutes. 3. Cut the apples in half from stalk to bottom, remove visible seeds. Do not peel. 4. On a hot pan add 25ml of oil and 50g of butter, place the apples flesh side down and cook over a moderate heat until golden brown and tender. 5. Put the shallots, red wine and chicken into pot, cook over fast heat until the liquid reduces by half, strain and add the mustard, keep warm but do not cook anymore. 6. Remove the duck breasts from the fridge and pat dry, on to a hot pan place the duck breasts skin side down and cook for 5 minutes over moderate heat or until the skin is golden brown, turn and add 50g of butter and cook for 2 minutes, remove from heat to rest. 7. Remove the celeriac from the oven crush, add 150g of butter and the chives, mix and keep warm. 8. Onto a hot pan add remaining butter and oil, then the kale, cook for 1 minute, season with a little salt and pepper, now you are ready to plate. 9. Cut the duck breasts into 3 even slices, place evenly over 4 plates, add a good spoonful of the celeriac on each, and half an apple. Add 1 leaf of kale per plate, drizzle with the sauce and serve. Happy Cooking! THEOLDINN.COM

INGREDIENTS · 4 Grange Farm Duck Breast · 2 Granny Smith Apples · 1 Celeric · 4 Leaves of Green Kale · 100g Chopped Chives · 100g Sliced Shallots · 300g Salted Butter · 100ml Sunflower Oil · 200ml Red Wine · 200ml White Wine · 400ml Chicken Stock · 50g Whole Grain Mustard · 50g Dijon Mustard · Sea Salt & Pepper

THE LAST WORD

Columnist John Campbell BBC NI’s Economic & Business Editor

Public Finances in Context I

t now looks increasingly likely that Northern Ireland businesses and households are going to be paying more in locally levied taxes and charges in the coming years. This will be the case whether local ministers are in charge or the Secretary of State is still calling the shots. The current Secretary of State, Chris Heaton Harris, set the ball rolling in September when he ordered Stormont departments to launch public consultations on measures to support budget sustainability and raise additional revenue. He said this should involve looking at measures that already exist in other parts of the UK, such as domestic water charges, prescription charges, and higher university tuition fees. There is of course some low politics to this, which we have seen before. Bluntly the message is: ‘Get back into Stormont or we’ll introduce water charges and attempt to pin the blame on you.’ This was a tactic used by Peter Hain back in 2007 to encourage the DUP and Sinn Fein to reach a deal to restore devolution. On that occasion the water bills were in the envelopes and ready to go before being pulped when a last minute deal was reached.

charges, driving test and MOT fees, public transport fares and planning fees. The consultations will look at more substantial measures and will be informed by the work of the independent Northern Ireland Fiscal Commission. A superficial reading of that work may suggest there is more than £600m of revenue there for the taking simply by bringing measures into line with the rest of the UK. But it’s not as simple as the headline figures suggest, as explained by the economist Lisa Wilson who was one of the fiscal commissioners. She takes the example of water charges which has a headline revenue value of £345m. That number represents the subsidy the Department for Infrastructure pays to NI Water, in lieu of domestic water charging. But Dr Wilson explains that if water charges were implemented, it does not necessarily follow that we would raise the full £345 million. She says: ‘The amount that would be raised would ultimately depend on the final charging model that would be applied and would have to take into consideration the fact that many households in Northern Ireland would severely struggle or be unable to pay anything at all.’

In a ‘financial context’ document published ahead of the consultations the Department of Finance calculated that Stormont’s budget between 2021 and 2024 will have fallen by over £2bn in real terms due to the impact of inflation.

This also holds true when we look at the consultation on rates reliefs. It suggests that an additional £11m could be raised by removing the rates valuation cap. This cap means that no house in Northern Ireland is assumed to have a valuation of more than £400,000 leaving the highest rates bill at around £4,000.

That is a very large hole to fill and even before the consultations began officials have been pulling whatever levers they have to bring in more revenue. That has included increases in parking

Removing the cap entirely would see the very largest houses attract a rates bill of more than £10,000 a year. This outcome strikes me as politically implausible given the highest council

But this time may be for real, simply because the budget situation is so bad.

tax bills in GB are around £5,000 a year. More likely is a higher cap which would raise more revenue but less than £11m. Similarly the consultation suggests that ending ‘industrial derating’, the 70% rates discount for manufacturing space, would raise £70m. But political reality would not see that relief scrapped overnight. Instead it might be phased down over a number of years, bringing in much less than the headline £70m. This is likely to be repeated throughout every departmental consultation: big headline numbers which will get progressively smaller as they are subject to scrutiny and actual policy proposals. It’s worth returning to that Departmental of Finance context document in this regard because it acknowledges that even if every revenue raising lever is pulled hard it will not generate enough money to fill the Stormont funding gap. It also talks about reducing or transforming services, making efficiencies and finding additional funding. The only significant source of additional funding will be via the UK government and changes to the block grant. This has become an increasingly prominent idea over the last year with the Fiscal Council’s work illustrating how the public spending premium that Northern Ireland gets over the rest of the UK is shrinking. The DUP in particular have been making the case that the funding model needs to be adjusted. But that leads us right back to revenue raising because the Treasury will insist that the price of a more generous block grant is local ministers taking difficult decisions.

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