Ambition Issue 64 (May/June)

DELIVERING ON POTENTIAL

Peter Holden, the newly appointed Site Lead at Citi Belfast on how embracing diverse teams and ideas is driving business growth.

By Orla Surgeoner

Orla Surgeoner is an Assistant Manager in the Data & AI team at Endeavour Information Solutions, a Microsoft Solutions Partner based in Belfast, specialising in providing its customers with business intelligence solutions designed to provide effective business insights and a platform for making informed business decisions using their extensive client project experience and Cloud First approach.

In today’s data-driven market, organisations need robust tools to navigate complex landscapes, and make the best use of their resources to drive growth. This is where Microsoft Power BI stands out as an essential asset for organisations of any size or type seeking to leverage their data without the overhead of committing time and resources to create traditional management reporting.

Implementing Microsoft Power BI into any organisation can be transformative, and working with a Microsoft Solution Partner like Endeavour can maximise the benefits with the following key advantages:

Expert Guidance and Implementation: We specialise in Microsoft products and have extensive experience and training in Power BI and provide expert advice tailored to your organisation’s specific needs.

WHY WORK WITH A MICROSOFT SOLUTION PARTNER ON YOUR POWER BI JOURNEY?

Customised Solutions: Every organisation has unique needs and challenges, and we ensure Power BI fits specific business requirements, integrating it seamlessly with existing systems and workflows.

Training and Support: To maximise the investment in Power BI, it’s crucial that staff know how to use it effectively. We offer comprehensive training and support, ensuring users are comfortable with the platform and can leverage its full potential.

Enhanced Security and Compliance: Data security and compliance with regulations such as GDPR are critical concerns. Our knowledge in the latest security practices and compliance requirements help configure Power BI to ensure that data handling meets all legal and security standards.

Return on Investment: By ensuring a correct setup, providing training, and tailoring the solution to meet specific needs, we have a strong track record to help organisations quickly realise the benefits of Power BI leading to faster and more effective decision-making, potentially reducing costs, and increasing growth.

If this sounds like something your business could benefit from and would like to find out more about, you can contact us to arrange a free no commitment consultation to see exactly how Microsoft Power BI can help your business enhance its decision-making and business intelligence capabilities, by visiting https://bit.ly/lets-talk-powerbi using the QR code below, or calling us on 028 9031 1010 and let’s talk.

Unlike traditional IT companies who sell IT equipment and services into businesses we take a consultative approach first and foremost and specialise in providing solutions using Microsoft Cloud technologies and services that will deliver measurable results, in the most cost effective way possible.

Microsoft Power BI

Unlocking value from data is the key to driving informed business decisions, innovation and business growth

Microsoft Power BI as part of Microsoft Fabric enables you to manage your data in one place with a suite of analytics experiences that work together seamlessly to help turn your data in into a competitive advantage today and lay the foundation for the era of AI.

87% of organisations believe AI will give them a competitive edge1

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32% of organisations report being able to realise tangible value from data and analytics2

Using the latest Microsoft Cloud applications and services, we help our customers overcome their challenges and make their visions a reality. With Microsoft Power BI and related Microsoft Cloud solutions we provide solutions that enable you to adapt faster, work smarter, and perform better, bringing together your finance, sales, services, and operations within a single, easy-touse dashboard to get the insights needed to drive your business forward and be prepared for what’s next.

Contact us for more information and a free non-commitment demonstration of how Microsoft Power BI could help deliver the right results for your business, visit our website today at https:// www.endeavour-is.com/lets-talk-powerbi to start your Data and AI journey.

SUMMER FESTIVAL OF RACING

21ST & 22ND JUNE 2024

Featuring The Ulster Derby & Ladies Day Sponsored by Younique Aesthetics

CIPR NI MAGAZINE OF THE YEAR FINALIST 2024

Managing Editor: Olivia Stewart Interviews: Emma Deighan Publisher: Chris Sherry Advertising Managers: Lorraine Gill & Julie Patterson Editorial Assistant: Joanne Harkness Email addresses: olivia.stewart@northernirelandchamber.com / l.gill@ ulstertatler.com / j.patterson@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: Khara Pringle.

Handing Over The Chain

In my final article for this magazine as NI Chamber President, it feels fitting to reflect on the year just past; the many highs, significant challenges and, thankfully, the progress we’ve witnessed most recently.

First and foremost, I am pleased that, as I end my term as President, we’ve recently marked 100 days since the restoration of the Executive. For more than half of my tenure in office, we repeatedly called for the urgent return of the devolved institutions and – while there is a significant workload ahead – the momentum to date is definitely a step in the right direction.

As we move forward, maintaining the spirit of partnership is key. Right now, our businesses face many well-documented challenges, as does the Executive, which has some really difficult decisions ahead, particularly following the Budget. To move forward and build a flourishing, competitive economy which benefits everyone in society, business and policy makers must work together from the outset to co-deliver genuinely transformative solutions.

It will require imagination, innovation and commitment on all our parts. I know that NI Chamber is deeply committed to playing its role in co-designing solutions, having presented a host of them already and, as I continue to support this organisation as a Board member, it has my full support in doing so.

Partnership really has been the theme of my tenure and it’s been a genuine pleasure to see so many great relationships come to fruition. One of the most significant alliances has been with our colleagues in North Carolina Chamber, who we travelled to visit in March. That has such exciting potential and is something I am excited to see develop over the course of this year and beyond.

Having the opportunity to work with international partners and shout about our strengths was a brilliant and timely reminder of the many reasons why Northern Ireland is a fantastic place to do business, and why, at the end of my tenure as President, I am so optimistic about the future. With a unique and compelling investment proposition, natural resources to support the secure supply of clean energy and a resilient and entrepreneurial talent base, the region has exponential growth potential – that’s what we should all be focused on maximising.

It has been a personal and professional privilege to be NI Chamber President and as I prepare to hand the chain of office on, I know that now, we have a window of opportunity to prioritise a prosperous, productive and competitive economy which serves business, society and the next generation better.

The aspiration to build a stable and flourishing economy is one I share with business leaders in all sectors and I look forward to continuing to support this going forward.

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

70% of organisations in Northern Ireland say skills shortages have increased workload on existing staff*.

Allstate NI Opens New Derry Office as Part of £1.6m North West Expansion

Allstate Northern Ireland has officially opened its new premises at the Innovation Centre in Derry as part a £1.6million investment in the northwest over the next five years.

Northern Ireland’s largest IT firm moved operations to a new state-of-theart office occupying the entire third floor in the Catalyst building.

Speaking at the official opening, Allstate NI Managing Director Stephen McKeown said: “The opening of these new premises marks not only Allstate’s commitment to Northern Ireland, but also the ambitious talent pool in the north-west.

“Allstate is operating in the region as a key Digital Centre of Excellence for our parent insurance company and our employees here are at the forefront of delivering world class digital products and customer experiences.

“Today marks the culmination of a lot of hard work, dedication and vision to ensure that Allstate NI is leading the way when it comes to creating new avenues for collaboration, creativity, and success.

“With this expansion, we’re not just expanding our physical presence; we’re adding to our capacity to make a positive impact in the lives of our staff, customers, and stakeholders.”

Office Take-Up Increases by Almost 50% as Commercial Property Market Sentiment Improves

The take-up of office space in Northern Ireland during the first three months of this year was 48% higher than the same period in 2023, a new research report on the commercial property market has found. CBRE Northern Ireland recorded office take-up at 99,931 sq ft, which was also a 36% increase on the final quarter of last year, with 18 deals completed during the three months.

CyberFirst Teams up with Aflac Northern Ireland to Inspire Girls to Consider Careers in Technology

The UK National Cyber Security Centre and Aflac NI joined Northern Ireland’s First Minister Michelle O’Neill and Deputy First Minister Emma Little-Pengelly at a pioneering event designed to encourage young girls to consider a career in technology and cyber security.

The CyberFirst EmPower Girls event, took place at the National Football Stadium at Windsor Park, giving 250 girls aged 11-12 from 12 schools across Northern Ireland, a chance to discover the potential career opportunities in tech and cyber security from professionals and experts on the front lines. It was the first such event to be held in Northern Ireland.

Tourism NI Welcomes Record-Breaking Visitor Numbers from the Republic of Ireland in

2023

According to figures released by the Republic of Ireland’s Central Statistics Office, 1.3 million overnight trips were taken by visitors from the Republic to Northern Ireland in 2023, up 46% compared to 2022.

These trips translated into almost 3 million overnight stays and a spend of more than £267m, an increase of 48% on the numbers recorded in 2022.

The CSO data showed that all types of tourism grew rapidly in 2023 – holiday trips, visiting friends and relatives, and business tourism.

Research conducted by Tourism NI has found that the vast majority of Republic of Ireland visitors to NI had their expectations matched or exceeded. The range of things to see and do, the quality of food and drink, and the warmth of the welcome were rated most highly.

New NI Water Battery to Deliver for the Grid

NI Water is set to reduce its carbon footprint after becoming one of the first public sector organisations to install a state-of-the-art battery energy storage system. The 4.1 MW battery is powered by an existing solar farm at one of NI Water’s largest water treatment plants, Dunore Point, Antrim.

Double Award Win for FPM

FPM has been recognised with two awards at the 2024 Irish Accountancy Awards. FPM, an AAB Group company, was awarded the titles of Green Practice of the Year and Large Firm of the Year at the awards ceremony, which highlights industry excellence, and recognises the profession’s ongoing dedication to driving business and organisational success.

Irish Company Ensures Smooth GB Elections

for 4.5m Voters

Modern Democracy is forecasting further growth ahead of the general election after its digital check-in and voter verification technology helped deliver record-breaking local government elections in England and Wales. Greater numbers of council authorities adopted the solution on 2 May elections than ever before as Modern Democracy rolled its platform out to an electorate of more than 4.5 million.

The company’s cloud-based solution Modern Polling facilitated seamless voter processing at a record 3,240 polling stations spanning 47 council areas. Rather than the traditional pen and paper method, voters arriving at polling stations using Modern Polling were checked in and had their voter ID verified by staff using iPads to scan a QR code on their poll card.

Bank of Ireland, EY and AVEVA Named as Headline Partners for Catalyst’s Generation Innovation

Catalyst has announced Bank of Ireland, EY and AVEVA as the three headline partners for its Generation Innovation work experience programme 2024.

Focused on fostering innovation and entrepreneurship, Catalyst’s Generation Innovation is a free work experience programme for 17–18-yearolds who have an interest in becoming innovators. The programme is designed to empower, enable and upskill young people for the workplace of tomorrow by pairing them with household business names such as Bank of Ireland, EY and AVEVA.

The headline partners will provide an invaluable opportunity to participants by working with them first-hand to solve a real-world issue that the company is facing. At the end of the programme, the teams will pitch their ideas to the senior management within the companies and their fellow peers, allowing for constructive feedback and potential future employment introductions.

Musgrave NI Announces £14 million Investment in Local Food

Musgrave Northern Ireland has announced a £14 million investment in local produce with the launch of a new own-label range, which has been developed especially for SuperValu, Centra and Mace.

Brought to market in partnership with suppliers including McAtamney’s Gourmet Kitchen in Portglenone and Strathroy Dairies in Omagh, the new range will be made available to more than 200 stores.

Julie Cherry, trading director at Musgrave NI said, “Our investment to bring Good Food Locally Sourced to market reflects our already firm commitment to supporting local producers and suppliers – we spend £166 million annually on local food and drink, we work with 3,000 local farmers and 240 local food and drink suppliers, and stock over 4,500 local products across our stores.”

“Good Food is an authentic promise of taste, quality and value, while Locally Sourced makes an equally important promise that the range is sourced from here.”

McAleer & Rushe Launches Degree Apprenticeship Programme With Ulster University

McAleer & Rushe is partnering with Ulster University to launch a new 2024 Degree Apprenticeship Programme, in time for the 2024/25 academic year.

The programme offers an alternative to the traditional degree route, providing students aged 18 and older with the opportunity to gain fully paid employment in the construction industry while studying for a fully funded university accredited degree.

This partnership signifies an entrance into the apprenticeship space for McAleer & Rushe, which the Cookstown-based company has strategically targeted to provide students with the best possible opportunity to pave their way into the construction industry.

GRAHAM Named Preferred Bidder for £60m Lord’s Cricket Ground Project

Lord’s Cricket Ground is set to undergo a transformative redevelopment project encompassing the Tavern and Allen stands. Marylebone Cricket Club (MCC) has named GRAHAM as the preferred bidder to undertake the project, which aims to enhance spectator experience, increase capacity and modernise facilities while preserving the rich heritage of the ground.

Fibrus Reaches 80,000

Customer Milestone

Full fibre broadband provider, Fibrus has surpassed its 80,000 customer milestone, which amounts to growth of over 50,000 customers in just one year.

Since its first connection in Dundrum on 1st November 2019, Fibrus has now connected over 127 towns and villages across Northern Ireland and mainland UK, with Omagh and Coleraine amongst its top connected towns, and its 80,000th customer joining from Cookstown.

028 9084 9777

From a fleet of one to a fleet of many, we’re here for you.

Belfast’s Elite Young Athletes Awarded Almost £90k in Better Bursaries and Financial Awards

One hundred and forty of Belfast’s rising stars across 33 different sports have been awarded bursaries and financial awards worth £88,500 by social enterprise GLL to help them pursue their sporting ambitions.

The GLL Sport Foundation (GSF) is the largest independent athlete support programme in the UK and awards gifted young athletes, many of whom rely on these bursaries alone to compete at national and international levels. Awarded in partnership with the Mary Peters Trust, athletes supported by GSF this year received financial grants of up to £1,000 alongside training support, and access to all Better leisure facilities across the UK. The membership will provide access to cutting edge facilities and specialist equipment to support the young athletes with their training commitments.

Queen’s University Belfast Create New Groundbreaking £12m Research Centre

Researchers from Queen’s University Belfast have created a new £12m research centre to improve clinical trials for rare diseases.

The LifeArc Centre for Acceleration of Rare Disease Trials brings together a consortium of three universities from across the UK. Queen’s University Belfast, Newcastle University and the University of Birmingham are pooling their expertise in a partnership.

Dale Farm Invests £70m

in Production Facility

Dale Farm is investing £70million in its cheddar processing facility at Dunmanbridge, Co. Tyrone.

The plans will see Dale Farm integrate state-of-the-art technologies and equipment at the site, boosting production and making significant sustainability gains as the cooperative builds on its expertise as a leading European cheddar manufacturer.

Nick Whelan, group chief executive at Dale Farm said the investment will support growth and capability for the cooperative, and position Dale Farm as a leading cheddar player in Europe.

“Dale Farm has built a strong reputation as a leader in cheddar production, and thanks to our reputation for quality, sustainability and consistency, we are seeing strong customer growth in the category,” Nick said. “Key to our success is the dedication and ingenuity demonstrated on a daily basis by our team right across the business. We are already exporting to 40 countries, and with this investment we want to build on that momentum and future-proof our operation at Dunmanbridge for decades to come.”

The investment will increase the site’s cheese capacity by 20,000 tonnes per year, while also expanding its WPC (whey protein concentrate) capacity. It will incorporate the integration of advanced energy efficient technologies which together with new production processes will reduce the site’s carbon footprint by an estimated 4,500 tonnes per year when compared against milk powder production.

Clockwise O ces Featured in Sunday Times Best Places to Work

Clockwise Offices, based in River House in Belfast, has been featured in the Sunday Times list of Best Places to Work 2024. COO Alexandra Livesey says: “Receiving this recognition is a glowing reflection of our dedication to cultivating an exceptional workplace environment at Clockwise.”

Uform Embarks on Another Chapter with New STORI Consumer Brand

First established in 2007 to support its growing network of approved independent retailers throughout UK & Ireland, Uform’s Kitchen Stori consumer brand has officially rebranded to STORI to more aptly reflect its product versatility.

Commenting on the new rebrand, STORI Brand Manager Shaunagh Devlin adds: “STORI marks more than just a rebrand, it's a testament to our growing position in the market and a reflection of our commitment to product innovation. We've not just refreshed our look, we’ve considered our brand values, what we can offer our independent retail channel and ultimately, how we communicate with the end consumer, the homeowner. The team have worked incredibly hard on weaving together a narrative that speaks directly to all homeowners and we’re excited for this next chapter”.

ICC

Belfast Awarded Gold Standard Convention Centre

ICC Belfast, Northern Ireland’s only purpose-built international convention centre, has been awarded ‘gold’ in the Convention Centre category at this year’s Eventex Awards. The awards are the world’s leading honours for events and experience marketing. This year received 1207 entries from 62 countries and six continents. ICC Belfast was the only convention centre from across the UK and Ireland to be awarded gold, earning an impressive score of 90,317. Qatar’s National Convention Centre scored 80,237 and earned silver.

Honeycomb’s got talent. Let’s grow your business. al

ent to grow business honeycomb.jobs

Columnist

Jane Shaw

The Elmfield Institute

Music For Wellbeing

Have you ever considered that listening to or singing along to your favourite music might also be boosting your long-term health and ability to make better choices? No doubt you have at some time put on a soothing track to calm an anxious mind, sung along to a pop anthem in the car in a moment of joy, or even danced to some more lively beats to release some frustration and anger. Using music and the voice can have positive effects on the body’s physiology, supporting better regulation and balance and thus support our emotional health. And the more we do it the more our body gets used to being in a regulated state, building adaptability and resilience.

As infants we use our voice to communicate our needs, initially nonverbally, before we can talk. Significantly, at birth the human nervous system needs a caregiver to survive so it signals to the caregiver via the muscles of the face and head. This involves five cranial nerves – trigeminal (V), facial (VII), glossopharyngeal (XI), vagus (X), and accessory (XI), – which make up what is termed the social engagement system. The social engagement system and these cranial nerves are responsible for swallowing, sucking, vocalising, listening, and orienting, all linked to heart rate, breathing and digestion in the autonomic or instinctive part of the nervous system.

As we did in infancy, by stimulating these cranial nerves we are feeding the pathways to tell us we are safe and therefore helping the whole autonomic nervous system to regulate. The primary caregiver uses the voice to communicate and sooth the baby. Our nervous system develops in response to auditory and vocal communication. Melodic tones from a parent’s voice are soothing, whereas loud bangs cause startles. In other words, as an

adult, our vocalising and listening affect our heart rate and breathing, just as they did when we were little.

There are specific therapeutic protocols designed to stimulate these cranial nerves and thus regulate the autonomic nervous system, such as the Safe and Sound Protocol™ or some practices in the SIMPLE Listening™ programme. However, there are many practices we use naturally and can, through conscious awareness, amplify their supportive effect. Music has been part of our human experience throughout history, with most cultures using it to convey spiritual, moral, historical events and values. And this continues in our modern western culture, with music, vocal and non-vocal, being used to calm, foster social connection, and promote feelings of safety and joy.

From singing to speaking, vocal exercises to storytelling, the act of using our voice can have profound effects on brain health across different ages and stages of life. Furthermore, music can serve as a form of sensory stimulation for individuals with neurological conditions such as dementia or Parkinson’s disease. Listening to familiar songs from their past can evoke memories, stimulate language processing, and improve mood in people with dementia. Similarly, rhythmic auditory stimulation through music therapy techniques can help individuals with Parkinson’s disease improve gait and motor coordination. Beyond its individual therapeutic benefits, music also has the power to foster social connection and community cohesion. Shared musical experiences, such as attending concerts, singing in choirs, or playing in bands, can create bonds between people and promote a sense of belonging.

Using music, voice, and sound consciously seems to be an easy, even effortless, route to supporting our health and wellbeing.

Five ways to use sound and voice to support your health:

1. Listen to bird song. Spring and summer are great times to take a pause to listen to the birds. When we tune into our feathered friends, our nervous system is hard wired to regulate, as there are unlikely to be any predators nearby when the birds are singing!

2. Sing. Alone in your car, or with others at a football match or in a choir. Wherever is more comfortable for you. The act of singing stimulates the cranial nerves responsible for helping us to feel safe, and thus relax. Moreover, singing in a group fosters social connections and promotes a sense of belonging, which further supports overall health.

3. Be conscious of playing music to calm your body. Choose some melodic tunes and notice how your body responds. The more you do this, the more your body will automatically relax when hearing this music.

4. Create a playlist for different occasions. Upbeat, rhythmic music can stimulate the release of neurotransmitters such as dopamine and serotonin, which are associated with pleasure and happiness.

5. Speak slowly in long phrases. This allows your breath to elongate as well as stimulating the vocal cord nerves. Both serve to calm and make your body feel safer.

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Public, private and voluntary sector organisations join forces to boost software skills in North and West Belfast

Telefónica Tech, Impact Training and Queen’s University Belfast give 16–19-year-olds the opportunity to work towards a career in IT.

Leading organisations in IT, training and education have joined forces to provide young people from North and West Belfast with the chance to learn software skills that will help them work towards a future in the tech sector.

Over six months, Queen’s University Belfast and Impact Training, supported by Telefónica Tech UK&I, delivered a coding academy training programme to help 16–19-year-olds from the Greater Shankill, West and North Belfast gain essential workplace skills and learn about the latest technologies and opportunities within the IT industry.

This is the second year that the programme has run, and it saw the young people attend a series of regular coding sessions, delivered by Queen’s and Impact Training, with a graduation for the students held in the Telefónica Tech Belfast offices, which employ 330 people in Belfast. Sponsored by Telefónica Tech, each student was also provided with a Raspberry Pi for graduating, a small and affordable computer used to learn programming, which they can use to continue to develop their coding skills. The graduation ceremony for those who completed the course took place on Wednesday 24th April at Telefónica Tech UK&I’s office in Titanic Quarter. As part of the event, awards were presented to the young people, including an outstanding achievement award to recognise a participant who went above and beyond and demonstrated true potential and dedication to learning new skills. This year’s winner was Justin Clarke.

Delivering training opportunities for young people in Greater Shankill, West and North Belfast for over 45 years, Impact Training, provides training options for school leavers who have chosen to pursue a more vocational path.

Ellen Dickson, Strategic VP of Enterprise Health at Telefónica Tech UK&I, commented: “Congratulations to all of the young people who completed this year’s course. Telefónica Tech UK&I is incredibly proud to once again support and be part of such a fantastic programme that will hopefully mark the beginning of an exciting career in IT for those who participated. As well as providing young people with essential skills to widen their career options, the programme will also help boost the pipeline of skills that is needed to enable our IT sector to continue to thrive.”

Dr David Cutting, Director of Education in the School of Electronics, Electrical Engineering and Computer Science at Queen’s University Belfast, said: “We are delighted to join forces with Impact Training and Telefónica Tech UK&I to deliver something so worthwhile, helping young people discover their love for IT and embark on careers in the sector. We are proud to see our peer mentors support the

next generation of experts in coding and share their love and enthusiasm.”

This has been an outstanding programme to help the young people of Belfast kickstart their IT careers. It is incredible to see how quickly the participants took up coding and the amount of talent and passion that each of them had. It is fantastic to see our students helping to train the next generation of experts in coding.”

Gerard Fox, Vocational Employment Manager at Impact Training, added: “It is fantastic to witness how much students can grow and reach their full potential when completing the course and it is fantastic to offer it once again to young people in Belfast. It not only gives them an insight into the IT sector but it is also a fantastic way for them to gain confidence and grow as they begin the journey towards their future careers. Congratulations to everyone who completed the course.”

Opening Doors as New Citi Belfast Lead

The newly-appointed Site Lead at Citi in Belfast, Peter Holden, speaks with Emma Deighan about weathering some of the biggest economic and political storms during his ascent within the company and why nurturing sta to top-tier roles, regardless of their background, will be his priority.

Citi has a strong presence in Northern Ireland. Setting up shop here almost 20 years ago as IT support for one of the world’s leading banks, it is now an integral part of the Citi engine. Its service portfolio spans over 21 diverse areas, from technology and operations to legal and compliance and markets. Staff at the site work domestically with businesses while many are at the helm of specialisms for global organisations, such are its capabilities. Now, with a new Site Lead, there is a focus on ensuring talent here reaches their full potential.

Peter Holden and new Citi site head is no stranger to the business. He’s worked for the company for 27 years and through a series of mergers. His Fermanagh-born wife would become a catalyst in his move here.

“From day one, I’ve been entrenched in IT support, troubleshooting issues and providing desktop support amidst the hustle of trading. Over the years, I’ve ascended through various infrastructure roles, playing a pivotal part in consolidating operations across multiple buildings after acquisitions, including the move to Canary Wharf in 1999 and undertaking similar projects in New Zealand, Singapore and Paris,” he begins.

The decision to relocate to Belfast in 2006 was driven by both personal and professional aspirations. “My wife’s roots in Fermanagh and the promise of opportunities in Belfast made it the right move,” he recalls. What was initially intended as a three-year stint blossomed into a 17-year-long association, with Belfast becoming not just a workplace but a home for him and his family.

Citi’s transformation in Belfast is remarkable. From its beginnings as an IT support centre, it has evolved into a pivotal hub driving critical global business operations.

Peter says: “Today we even have 500 professionals dedicated to market support, monitoring trades, and ensuring compliance, positioning Belfast at the forefront of Citi’s global operations.” The city’s legal operations have also flourished underscoring Belfast’s capability to incubate top-tier talent.

“Belfast is a great story. We are an end-to-end franchise within the global company. We’ve gone from what started as IT support to a whole suite and now have people from the markets business working with the majority of Fortune 500 companies. We have over 45 locally based directors, very senior Citi roles, managing global products for the firm.” Peter sees the promotion to managing director level as a compelling story of homegrown talent. He points to the recent elevation of two female managing directors, both of whom began their careers at junior levels within Citi in Belfast, as evidence of the rewarding opportunities for career development within the company.

Tina Lee, CEO, Citi, UK visited the site recently meeting with the NI First and Deputy First Ministers Michelle O’Neill and Emma Little-Pengelly. It was an opportunity, Peter says, to really show what Belfast can do.

As well as the latter services, many of Citi’s robust IT systems are built in Belfast, including the monumental task of ensuring seamless remote access for Citi’s global workforce during the pandemic. He adds: “We had to mobilise quickly to ensure uninterrupted operations, leveraging technologies like Office365 and Zoom to facilitate remote collaboration.”

“Some may perceive my job as stressful, but I wouldn’t trade it for anything else. Having been with Citi for so long, I’ve grown accustomed to navigating crises, be it the Dubai floods or challenges in Nigeria.”

With approximately 239,000 employees located in over 90 countries, it was no small feat.

The pandemic catalysed reimagining work dynamics, propelling Citi to embrace cloudbased solutions with unprecedented zeal. It’s an area of specialism for Peter, he says.

He has a job on his hands now, however, with many complexities impacting the financial realm, but he says: “Citi’s Belfast team stands resilient.”

He elaborated on Citi’s global impact, explaining: “Many may not realise, but we play a crucial role in financial aid distribution worldwide. With transactions totaling a trillion dollars a day, we are instrumental in sustaining economies and governments. During times of crisis, such as the recent pandemic, our services are vital.”

It is this kind of resilience that has afforded Citi a 210-year legacy. “We have weathered many storms during that time but we remain steadfast”.

Acknowledging the demanding nature of his role, he continues: “Some may perceive my job as stressful, but I wouldn’t trade it for anything else. Having been with Citi for so long, I’ve grown accustomed to navigating crises, be it the Dubai floods or challenges in Nigeria.”

Looking ahead, his vision for Citi Belfast is imbued with a sense of purpose and inclusivity. “I envision a future where individuals from diverse backgrounds can carve out meaningful careers within Citi’s ecosystem,” he says.

As Citi embarks on a journey of organisational simplification and reorganisation, Peter is committed to fostering an environment of growth and opportunity.

Asked if the headcount in Belfast has reached capacity, given recent announcements of job cuts, he says:

“From the global perspective, we are going through those processes, we are aligning to a flatter, simpler structure in the bank and everyone knows locally what that looks and feels like now”.

The company is also continuing with its apprenticeship program with 75 apprentices currently onsite. “We are currently developing a legal apprenticeship and that’s something the broader legal community is excited about. We are broadening where our talent pool is and can come from and that’s a big part of what we’re focused on.”

He provides an example of an individual who had previously worked in the grocery sector. This individual subsequently joined Citi and has since risen to senior level within the business. Peter is optimistic about replicating similar success stories, particularly in areas where there may be untapped talent pools.

“It’s our focus because it’s the right thing to do. We have a job to demystify what Citi is – simply put, we are a global investment bank that offers everyone the chance to develop a career, not just apply for a job! Everyone in Citi, regardless of location, has access to tools to build and develop key skills to raise their effectiveness and performance.

Embracing diverse teams, ideas and possibilities helps us drive growth.”

And that’s his main goal at the helm of the business, he says. “It’s about having more people build their careers, no matter their backgrounds and that is the measure of success for me. That’s where I get a lot of satisfaction, seeing where others have grown and celebrating their success.”

“My goal is to support the site by providing opportunities for career advancement and enhancing seniority within our team. Tina Lee’s recent visit to our Belfast site reinforced our efforts. I’m committed to maintaining this standard and continuing to foster valuable career growth for our team.”

MY AMBITION IS TO...

Cait Bradley – Regional Sales Manager – Powerscreen

Igraduated from the University of Dundee in 2020 with a first class honours Master of Arts degree in international business with marketing. Like many students in their final year, I was actively searching for that ideal graduate job. Having moved away from Northern Ireland, I had little intention of returning, driven by a desire to travel and work internationally. A summer spent in Dubai after my AS-levels had given me a taste of working and living in different cultures, and I was eager for more of that experience after graduation.

While many of my friends pursued careers in accountancy or consulting, I knew I wanted something more hands-on, and people focused. So, when I saw the advertisement for the Terex sales graduate programme, I was very interested. Growing up in Co. Tyrone, I was well aware of the phenomenal growth and legacy of Powerscreen and Finlay in the global crushing and screening industry, two brands born out of our tiny corner of the world. By chance, I was back home when the interviews took place, and a year later, despite the challenges of COVID, I walked into Terex Dungannon as the first female Sales Graduate at Powerscreen.

To sell a machine effectively, I felt it was crucial to know as much about them as possible. I spent my first two years as a sales graduate working in various departments across Powerscreen. Early on, I was told that the only stupid questions were the ones I didn’t ask or asked twice, and I took this to heart! I spent time in aftersales, warranty, applications, and order processing. I even spent a week on the factory floor, learning how our machines are built and trying my hand at it. However, my biggest focus was marketing. I supported over 100 Powerscreen distributors across the globe with their day-to-day marketing needs, worked on new machine launches, and helped organise trade shows and our World Dealer Conference. While I enjoyed my role in the marketing department, I found the

fast-paced environment of the sales team better suited to my ambitions and skill set.

People often ask how I feel about working in such a male-dominated industry but, from the beginning, I’ve had the most supportive team and manager and I’ve never felt out of place. After two years, I was promoted to regional sales manager, overseeing sub-Saharan Africa – a fascinating market with diverse applications and challenges. This role expanded in 2024 to include Oceania, South Africa, and parts of South East Asia. Each new market brings its own needs and issues, and I relish the challenge of solving various problems and building relationships with new distributors and customers while adapting to constantly changing market dynamics.

In the last two years, I’ve travelled to Italy, South Africa, Germany, Australia, and New Zealand. Last September, we held our World Dealer Conference in beautiful Varese, northern Italy, which was a fantastic experience. Having over 400 Powerscreen distributors, staff, and customers from around the world in one

place was incredible, and the stories shared over the three days truly encapsulated Powerscreen’s impressive 60-year history.

I recently returned from three weeks in Australia and New Zealand, where I spent time with our distributors and customers at various working sites. The highlight of my trip was Western Australia, especially the Pilbara, where I visited some of the most remote mining sites and customers. The scale of their operations was mindblowing for someone from rural Tyrone, and it was an unforgettable experience.

My ambition is to continue my journey with Powerscreen and work towards becoming an international sales director and eventually a business line director. I am proud to be the first female regional sales manager at Powerscreen and hope to inspire more young women to join the crushing and screening industry. It’s an amazing field, and while we are seeing more women in engineering and STEM roles, I would love to see more women in sales. Perhaps this article will encourage someone to put on the high-vis and steeltoe boots and join us!

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From Beauty Industry to Private Security

With a diverse entrepreneurial background spanning various sectors including law, retail and most recently beauty, Suzanne Quirey stepped in to the security industry in 2019, and now serves as the business director of Legacy Resources, a locally-based, private security company which provides a comprehensive range of services tailored to a diverse portfolio of clients.

She brings a wealth of experience to the role and, as the company was experiencing a period of rapid growth when she joined, she leveraged her extensive expertise to forge synergies with her husband Richard, who founded the company in January 2018. Together they have navigated the highs and lows of dynamic business growth in an everchanging – and challenging – market.

She is quick to point out that while the move felt natural to her, and maybe not to others – because women are still a rare breed in security – she is still the best person for the job despite being female; in fact she relishes the challenge of breaking the mold in an industry which is so heavily male dominated. She said: “I think I have brought some strategic vision and a little bit more of a collaborative approach to what was previously a bit of a staid and conservative industry. This has helped foster a culture of excellence and innovation within Legacy Resources, positioning us on the leader ladder in a sector that often isn’t seen as important until well past the point of ‘need.”

Her impact extends beyond her organisation too, as she influences positive change throughout the risk management and security industries. She has championed advancements in security standards while actively promoting diversity and inclusivity in the workforce: it’s this empathetic attitude and open approach to those most vulnerable in society that helps her teams on the ground in sensitive conflict resolution.

“Our teams on the ground in hospitality and retail, especially through our new Legacy Link subscription service, are seeing a massive rise in anti-social behaviour, as well as physical and verbal threats to staff and customers, so it’s vital that our training processes provide learnings to help our teams de-escalate even the most heated and sensitive situations.”

But as the service delivers security solutions beyond the teams on the street and within businesses, Suzanne and the

senior team are constantly learning too. She added: “With cybersecurity on the rise, and innovative technical solutions ever-changing to combat these criminals, it is vital to stay ahead of the game as much as possible, so I encourage the teams to keep abreast of fluctuations in demographic and socio-economic trends and even current affairs, as these can all feed in to security issues, large and small. As well as formal technical training, we also encourage knowledge-sharing of market information, because information is power, and we always want to be one step ahead.”

This leadership style drives continuous improvement and sets new benchmarks for excellence.

Legacy is well placed with Suzanne at the helm of the business.

This kind of best practice leadership has earned her considerable recognition within the security industry as well as across the wider business sector, with a recent Business Director of the Year award for Northern Ireland by SME News her latest prestigious accolade – which is a testament to her dedication, leadership, and significant impact within the industry.

So what’s next?

Suzanne epitomises leadership and excellence within the business and security industry. Her visionary leadership, combined with an unwavering commitment to innovation, continues to inspire and shape the future of security

services, making her a great role model for any up-and-coming security operatives and those interested within the business sector.

“I mentor the teams internally each month, but would really like to follow this path a little more and coach or mentor individuals or small businesses on a consultancy basis, particularly start ups or these who feel stuck in their business either financially, operationally or with personnel. I’ve had my fair share of shortfalls and wins in business over the years and I’d gladly share them with anyone who has a passion for business, but who has maybe hit a wall or doesn’t know where to start, or how to grow.”

“My business dream started when I was 11 years old and used to play ‘boss’ in my pretend post office. I later took part in the Young Enterprise NI programme at 15 and was definitely buoyed in my later business decisions from those early experiences and learnings.

“I genuinely believe that if I could step into a difficult sector like security and grow this company, then there is nothing that can stop others doing the same in their own sectors with a little encouragement, borrowed wisdom and a whole lot of drive to keep going no matter if the sun is shining or the rain of problems are pouring in!

Whatever she does next, she’ll no doubt leave an indelible mark – her own kind of legacy – on both the company and the broader industry landscape.

“Our teams on the ground in hospitality and retail, especially through our new Legacy Link subscription service, are seeing a massive rise in anti-social behaviour, as well as physical and verbal threats to staff and customers, so it’s vital that our training processes provide learnings to help our teams de-escalate even the most heated and sensitive situations.”

Stairway to Seven

My seven steps for business success

Ian McFarland is an employment and immigration partner at Eversheds Sutherland in Belfast. He has over 13 years of experience in all aspects of employment law.

Ian advises local businesses of all shapes, sizes and sectors, as well as international clients, including those with existing operations in Northern Ireland and others seeking to expand into the local market. He advises on all aspects of day-to-day employment law, with particular experience in complex internal processes.

He joined Eversheds Sutherland in 2023 and is responsible for its growing employment and immigration practice in Belfast.

1) PEOPLE ARE CRUCIAL

As an employment lawyer, I see firsthand the value of the people within organisations. Hiring the right people and of course, retaining the best people, is a strategic necessity for any business. People buy people, as much as they buy goods and services.

2) CULTURE IS JUST AS IMPORTANT

In our modern society, staff crave meaningful work experiences and employers that align with their values, where what matters to them also matters to you. A settled, integrated, and valued employee is likely to be more loyal, more productive and a much better advocate for your business, both internally and externally.

3. EMBRACE DIVERSITY

Diversity shouldn’t just be a term in a policy document. Drawing from a variety of perspectives and backgrounds is a real strength in any business, both large and small, and often leads to better ideas and more effective problem-solving. Consider whether your organisation is an inclusive place for neurodiverse people, or women navigating menopause, for example.

4. CONSTRUCTIVE FEEDBACK AND MEANINGFUL COMMUNICATION IS YOUR FOUNDATION

Positive feedback and meaningful communication will strengthen bonds between managers and employers. When staff receive genuine recognition for their work, and feel that their views matter, it creates a positive working environment based on mutual respect and appreciation. Open communication and constructive feedback will be a solid foundation upon which to build lasting relationships with your staff.

5. GUARD YOUR REPUTATION

Revenue may fluctuate and dips can be addressed, but restoring trust and rebuilding a damaged reputation is far more difficult. It impacts the whole organisation, from recruitment right through to retaining talent. Your reputation within is just as important as your reputation without. A simple

rule: treat others how you would like to be treated.

6. BE A MODERN WORKPLACE

A modern employer will recognise that life is about more than work (and that a workplace is much more than a place where someone goes to work). The modern employee wants to develop themselves, care for their mental health, balance work with family, pursue hobbies, and often work flexibly. Think about your approach to these things and be consistent in this.

7. ENJOY WHAT YOU DO

The road to success is much smoother when you enjoy running it. If someone enjoys what they do, and enjoys where they do it, then success is much more likely to follow.

By leaving a gift in your will to Queen’s University, your legacy will continue long after you’re gone.

You will help fund research and innovation so we can meet the biggest challenges facing our society, build a stronger economy, and enable the next generation to thrive.

Your gift, no matter how large or small, will help us make a real di erence.

Scan the QR code, visit go.qub.ac.uk/legacy-gift2 or contact l.carey@qub.ac.uk for more information.

Columnist

Anne-Marie Roddy Associate Director, Carbonfit

Crafting a Sustainable Narrative

In today’s dynamic consumer landscape, sustainability has emerged as a powerful force, shaping purchasing decisions and brand perceptions. Research developed by Deloitte illuminates this shift, revealing that nearly one in three consumers have refrained from purchasing brands or products due to ethical or sustainability concerns. Moreover, from March 2020 to March 2021, a significant 49% of consumers opted for more seasonal products, while 45% actively chose locally produced goods. This surge in ecoconscious behaviour highlights the growing importance of sustainability in consumer decision-making.

Alongside these encouraging trends, research displays barriers hindering more sustainable consumer behaviours: 16% of respondents cite cost as a deterrent, while 15% express a lack of information. These challenges underscore the critical need for businesses to integrate Climate Action into their marketing and communication strategies effectively.

To achieve this integration, businesses should take proactive steps to embed Climate Action into their internal communications. Here are eight key actions to consider:

• Review and Update: Begin by revisiting and updating the company’s vision, mission, and core values to incorporate Climate Action as a fundamental aspect of its purpose.

• Define Climate Action Policy: Develop a formal Climate Action policy outlining commitments and measurable goals. Communicate this policy through various channels

to foster employee buy-in and commitment.

• Hold Management Accountable: Ensure that management is responsible for driving results within their respective teams and departments. Establish clear accountability structures to monitor progress toward sustainability goals.

• Educate Employees: Provide comprehensive education on the environmental impact of inaction and the benefits of proactive measures toward sustainability. Foster a culture of environmental stewardship and responsibility among employees.

• Incentivise Contribution: Encourage active participation in internal and external sustainability initiatives, such as clean-up events and volunteering efforts. Recognise and reward employees for their contributions to Climate Action.

• Empower Idea Sharing: Create avenues for employees to contribute ideas on reducing the company’s carbon footprint and implementing sustainable practices. Foster a culture of innovation and collaboration in driving sustainability efforts.

• Reward Climate Action: Incorporate Climate Action measures into employee performance goals and link their success to bonuses or incentives. Recognise and celebrate achievements in reducing carbon emissions and promoting environmental sustainability.

• Communicate Success: Regularly share updates on the collective

impact of employee efforts in reducing carbon emissions and advancing sustainability goals. Highlight successes and milestones to inspire continued engagement and commitment.

A formal Climate Action policy serves as a tangible demonstration of the company’s commitment to environmental sustainability. It outlines concrete steps taken to manage the environmental impact across all aspects of the business and sets measurable goals for progress. The format and level of detail of the policy can vary depending on the audience, ranging from visually appealing infographics to comprehensive documents.

In addition to internal communication, effectively communicating green credentials to external stakeholders, particularly the media, is essential. Channels such as print, broadcast, and online media offer opportunities to showcase sustainability efforts and highlight achievements. By tailoring messaging to resonate with the target audience and leveraging dynamic visuals and PR initiatives, businesses can maximize the impact of their sustainability initiatives and contribute to a greener future.

By integrating Climate Action into internal communications and effectively communicating sustainability efforts to external stakeholders, businesses can demonstrate their commitment to environmental sustainability, engage consumers, and drive positive change toward a more sustainable future.

FNI Chamber Chief’s UPDATE

irst and foremost, it is my absolute pleasure to formally welcome almost fifty new members to the NI Chamber network – the team here really look forward to getting to know your business and colleagues better and to supporting your growth ambitions in any way we can.

I am pleased to report that across almost every sector and county, our membership numbers are reaching record levels, with an ever-increasing number of companies choosing to network, learn, influence and promote their offering through NI Chamber. While there is certainly strength in numbers, it’s your continued engagement with our services, communication with our experts and participation in some of the vital research we conduct, that really matters. So if you need any assistance with making the most of your membership, please do let us know and we’ll support you to do just that.

I am also delighted to welcome three new NI Chamber Patrons. Belfast International Airport, Legacy Wealth Management and Henry Group have joined a select group of leading organisations who lend their support to economic and business growth across Northern Ireland through patronage of NI Chamber. All are a fantastic fit and we look forward to working in partnership with each of them.

Since the last magazine, we have welcomed hundreds of you to a whole series of events, including ‘Momentum’, a major economic conference which was addressed by the economy minister and the new chief executive of Invest NI, as well as a host of business leaders. That was a fantastic morning all about facilitating deeper co-operation between business and policy makers.

In recent weeks, we have also marked 100 days since the restoration of the Executive with a special event reflecting on what’s been happening at the Assembly so far and more importantly, what needs to happen next. In our QES results, you’ll read more about the specific asks of NI Chamber members, including calls for strategic decision making, a longterm infrastructure plan and an independent review of public spending.

Looking ahead there is lots to look forward to, including our Annual Lunch in June, where we’ll hear from the cast and crew of television drama Blue Lights. We’re also working hard to plan the Festival of Business in September. Pitches at that event are always hugely popular, so I leave you with a top tip to book your exhibition stand soon!

Welcome New Members

ACK Productions

Aircoach

Art on a Tin

Big & Bold Business First Network

CBE

Chris Ross Life Coach

Circular Group

Coffology Ireland Comber Chamber

Create The City

Decent Simulators

Digital 24

Holywood Chamber

I Am Here

ICT Services

Inspiring Belfast

KAINOS

Killeavy Castle Estate

Lagan Energy

Engineering

Lusty Beg Island

Mail Boxes Etc. UK

Miller Hospitality

MRP

North Cleaning

Solutions

Northern Ireland

Housing Executive

OS Doors Perspective

Punjana

Reveal Business

Shield Accident

Management

Simplicity Group

Skelton Callendar

Solicitors

Sleepy Hollow Group

SOK Consultancy

STL Logistics

Street Soccer NI

The Deluxe Group

UMPC

Victus Energy

Vitamin P Coaching

Wilson Power and Energy

ZOMA

Suzanne Wylie, Chief Executive, NI Chamber

Photo Gallery

2. Minister John O’Dowd addresses guests at an In Camera event, in partnership with SSE.

3. Mark Cunnigham (Bank of Ireland); Natasha Brown (Harland & Wolff); Ian Presho (NI Water); Christopher Morrow (NI Chamber).

5. Those in attendance at the Winning Business with Bank of Ireland, gained insights on how to pitch to potential customers.

7. Delegates learnt all about the power of networking at the Regional Networking event with NI Property Girl.

Attendees enjoyed some interactive fun during the Winning Business event with Bank of Ireland.

1. Jonathan Campbell (NI Chamber), Eimear Gourley (NI Property Girl), Councillor Valerie Harte, Caroline Coyle (NI Chamber) and Lisa O’Neill (NIE Networks).

4. Olivia Stewart (NI Chamber) ; Damian Kelly (Ulster Rugby); Una Burns (Charlie’s Bar); Mark Cunningham (Bank of Ireland); Declan Morgan (Frylite); Valerie Ludlow (ASG & Partners).

6. Stuart Anderson (NI Chamber); Suzanne Wylie (NI Chamber); Ben Mallon (Cavendish); Sir David Stirling; Marie Doyle (Deloitte LLP).

8.

11.

12. Regional Networking at Slieve Donard allowed for guests to network with representatives from an array of businesses.

13.

9. Christopher Morrow (NI Chamber), Marie-Claire McGreevy (MCO Performance), Camilla Long (Bespoke Communications), Neil Collins (Bassetts), Oonagh O’Reilly (MCO Performance) and Mark Cunningham (Bank of Ireland).

10. Marie-Claire McGreevy from MCO Performance addresses guests at Hinch Distillery.

NI President Cathal Geoghegan addressed guests at the In Camera with SSE.

Suzanne Wylie (NI Chamber), Seamus McGuckin (AIB), Kevin Napier (Belfast International Airport), Catherine Duggan (Grant Thornton).

14. Mark Ennis (SSE), Suzanne Wylie (NI Chamber), John O’Dowd MLA (Department for Infrastructure), Cathal Geoghegan (NI Chamber).

15. Delegates were engaged with the speakers at the Successful Sustainability event in Custom House.

Momentum Conference

More than 300 business people joined policymakers including Economy Minister Conor Murphy and the new Chief Executive of Invest NI Kieran Donoghue for a collaborative conference designed to facilitate deeper co-operation between industry and policymakers.

1. Kieran Donoghue (Invest NI) addresses delegates at the Momentum Conference.

2. John Campbell (BBC NI), Joann Rhoades (HIRANI), Sam Turner (AMIC), Roger Whitehead (Version 1), John Ferris (Ulster Bank) and Mary McKenna (Awaken Angels).

3. Paul Murnaghan (BT); Suzanne Wylie (NI Chamber); Conor Murphy MLA (Economy Minister); Nigel Walsh (Ulster Bank) and

Sean Hegarty (ESB)

4. John Campbell (BBC NI), Fiona Vines (BT), Gillian McAuley (Eakin Healthcare) and Kieran Harding (Business in the Community NI).

5. Suzanne Wylie (NI Chamber), John McDonald (GRAHAM Investment Projects), Greg McCann (FinTrU), Jonny Hanna (KPMG NI), Derek Hynes (NIE Networks).

6. Panels covered a range of topics on how to keep NI competitive and collaboration between the business community and government.

7. Delegates participate in a Q&A session with panellists.

8. More than 300 people were in attendance.

Belfast International Airport is New NI Chamber Patron

Belfast International Airport has joined NI Chamber’s growing list of Patron organisations.

The Airport, which is operated by VINCI Airports, joins a select group of leading organisations who lend their support to Northern Ireland’s business community through patronage of the membership organisation. Announcing the new partnership, Suzanne Wylie, chief executive, NI Chamber, said:

“Belfast International Airport is a vital part of Northern Ireland’s business ecosystem, delivering connectivity and infrastructure – which supports business travel, tourism, inward investment and

trade across the UK, Europe and the world.

“Its future development and investment plans will play an integral role in sustainable economic growth across the region, which makes this business-led partnership an ideal fit. We are delighted to have the Airport’s support and look forward to working together for mutual benefit.”

Dan Owens, chief executive officer, Belfast International Airport, added:

“Becoming a patron of the Northern Ireland Chamber underlines our commitment to the growth and prosperity of Northern Ireland’s economy. We are proud of the role we play in supporting the

region’s business community through air connectivity, job creation and economic development.  We are delighted to be working in partnership with the NI Chamber to achieve continued success for the local business community.”

Belfast International Airport joins a list of NI Chamber Patrons which includes Agnew Leasing, Balcas, BT, Caterpillar, Danske Bank, Eakin Healthcare, Encirc, Galgorm Collection, Henry Group, Legacy Wealth Management, Moy Park, Narratology, Pinsent Masons, Power NI, PwC NI, Queen’s University Belfast, Randox, Ulster Bank, Ulster Carpets and Ulster University.

Suzanne Wylie (Chief Executive, NI Chamber) and Dan Owens (Chief Executive Officer, Belfast International Airport).

NI Chamber and QUB in partnership to deliver Digital and Cyber Series

NI Chamber and Queen’s University, Belfast have formed a new partnership which will see the organisations work together to deliver a series of events, specifically focused on digitisation and cyber security in a business context.

Over the course of the next 12 months, it will cover themes including AI and innovation, digital transformation for productivity improvement and cyber security in the context of risk management. There will also be a strand specifically directed towards university students, connecting those studying in relevant academic fields with the business community.

Launching the new series, Suzanne Wylie, Chief Executive, NI Chamber, said: “Businesses of all sizes are dealing with increasingly large and complex volumes of data. Understanding how to leverage it presents significant opportunity in terms of forecasting, efficiencies, and driving global competitiveness. Of course, we know too that it comes with additional responsibilities and considerations around cyber security.

“Given the scale of both risk and reward, helping our member businesses to really understand data in a highly digitised global trading environment is vital, so we are delighted to have secured QUB as our series partner.

“This series is pitched very specifically for NI based businesses and is an ideal peer-learning opportunity for SMEs who want to harness their data effectively, as well as finance, IT, marketing and sales professionals, in addition to Directors and CEOs seeking to understand the strategic use and importance of data. Already, there has been a significant level of interest in participating, which is further demonstration of its importance.”

Queen’s University Belfast is known for its expertise in the areas of health, fintech, cyber security, and data analytics, and is home to a new Cyber-AI Hub at the Centre of Secure Information Technologies (CSIT) funded by the UK Government’s £18.9 million investment in NI’s Cyber Security industry.

Then university is currently working closely with government and business partners across the region on 3 innovation centres which will support businesses in driving innovation and productivity. These three centres are part of the City and Growth deals and represent an investment of some £215m.

The new Queen’s Business School also offers specific expertise in the fields of data, analytics, and AI working with SMEs to drive their data and innovate their business offering.

Joanne Mallon, Business Engagement

Momentum Conference hears why partnership is key to a ‘Prosperous, Productive and Inclusive Economy’

More than 300 businesspeople joined policymakers including Economy Minister Conor Murphy and the new Chief Executive of Invest NI, Kieran Donoghue for a collaborative conference designed to facilitate deeper cooperation between industry and policymakers.

Hosted by NI Chamber with the support of headline sponsor Ulster Bank and supporting sponsors BT and ESB, the event

Paul Murnaghan (BT); Suzanne Wylie (NI Chamber); Conor Murphy MLA (Economy Minister); Nigel Walsh (Ulster Bank) and Sean Hegarty (ESB).

Suzanne Wylie (Chief Executive, NI Chamber) and Joanne Mallon (Business Engagement Manager, Queen’s University Belfast).

Manager, Queen’s University Belfast, commented: “Queen’s University Belfast has been a proud patron and partner of the NI Chamber of Commerce and Industry for many years and I am delighted that we will continue to strengthen our long standing relationship with them and their members in 2024 through the delivery of the Digital and Cyber series of seminars.

“Understanding the power of data and the importance of cyber security is a major challenge facing businesses across all sectors. At Queen’s, addressing real world need is at the heart of our civic mission, and this programme will offer local business access to a wide range of experts within the University, whilst also facilitating peer-to-peer learning.

“We are looking forward to working directly with NI Chamber members over the next 12 months through the Digital and Cyber series and to help more Northern Irish businesses use data and cyber security as a key to unlocking valuable insights, protect against potential risks and threats, stay ahead of emerging trends and gain competitive advantage.”

NI Chamber Joins JAM Card Movement

NI Chamber is the latest business leader to join the JAM Card movement, an innovative initiative which helps break down communication barriers for those with a hidden disability. The identification card, which is available in physical or App versions, allows people to tell others that they need ‘Just A Minute’ of patience in a simple and discreet way.

Since partnering with JAM Card, every NI Chamber staff member has completed the training which helps identify those with communication barriers and understand how to support them.

Speaking about the partnership, Suzanne Wylie said: “We are very proud that NI Chamber is now a JAM Card Partner. Every member of the team has completed training, which reflects our pledge to ensure that each of the services we provide are as widely accessible as possible. Many of our member businesses have done the same and no doubt, lots more will follow by example.

Suzanne Wylie (Chief Executive, NI Chamber) and Maeve Monaghan (CEO, NOW Group).

“Each year, we deliver hundreds of events across the province which are attended by a diverse mix of talented people, including those with hidden and visible disabilities. From now on, we’ll be proudly displaying the JAM card sign at all our registration desks, as just one demonstration of our commitment to what JAM stands for.”

JAM Card was founded by participants of NOW Group, an all-island social enterprise supporting people with learning difficulties and neurodivergence into jobs with a future. Maeve Monaghan, CEO at NOW Group, added: “Neurodiversity exists in our offices, boardrooms and workplaces, just as much as it’s found in our schools or local communities. JAM Card is a simple but effective way to support those in your organisation who may need a helping hand, but also require discretion or privacy.

“As a respected and trusted voice of the business sector in Northern Ireland, we are thrilled that NI Chamber has come on board as our newest partner and look forward to working with them over the next three years.”

With almost 160,000 users worldwide, JAM Card is growing rapidly across the globe. For more information and to order your own JAM Card, visit www.jamcard.org.

coalesced around key pillars including competitiveness, green growth, innovation and inclusivity.

Mr. Murphy told the businesses gathered in Galgorm Resort and Spa that: “The restoration of the Executive and more certainty on our trading relationships has contributed to a renewed sense of optimism within the business community.

“My Economic Vision has been informed by very fruitful and candid discussions with the business community and with the Chamber of Commerce. Since coming into office, I have provided the strategic clarity needed and brought in external expertise to offer advice, to provide constructive challenge, and ultimately to help us to achieve our objectives.

“As we move into the delivery phase and roll out my policy agenda I will continue to engage with the Chamber. I have three years left in the mandate so creating momentum is all the more important. I am confident that through our shared vision, through collaboration and co-design, we can significantly turn the dial up on our economic performance.”

Delegates representing a broad spectrum of business sectors also heard perspectives from 18 different business leaders including representatives from FinTrU, Eakin Healthcare, Encirc, EY, KPMG and GRAHAM.

Addressing the audience, Suzanne Wylie, Chief Executive, NI Chamber said:

“We are firmly of the view that the only way to address our challenges and really build a prosperous, productive and inclusive economy is though partnership, with business and government working together from the outset to co-design and co-deliver genuinely transformative solutions.

“The Economy Minister recently published his Economic Vision for Northern Ireland. Today, we want to delve into the action plan and delivery mechanisms which will make that Vision a reality. It about fostering the widest and deepest collaboration possible, in pursuit of economic growth.”

Setting out the economic perspective, Richard Ramsey, Chief Economist, Ulster Bank told attendees:

“They say that all politics is local; and

indeed our newly formed NI Executive has plenty of local issues to deal with. These include the pressing need to upgrade our wastewater infrastructure to unlock house building and help address our housing supply crisis. For without good wastewater infrastructure, you can’t have good, affordable housing, and without good, affordable housing, you can’t really attract good people to work in those good jobs.

“But in today’s world, all politics is also very global. Global issues ranging from conflict in the Middle East to the American Presidential Election have the potential to impact on Northern Ireland and its economy. Northern Ireland’s new Executive can control the local issues it faces by investing in wastewater infrastructure and acting to stimulate and support house building. It can’t control the global, geopolitical issues. But it does need to be able to adapt to them and maximise what opportunities they present. This means having a good understanding of what they are and what they mean for us.”

NI businesses report need for strategic decision making and capital investment in infrastructure

• 77% of businesses in NI are performing well or reasonably

• 23% are just covering costs or are struggling/facing closure

• Recruitment activity is stable and relatively positive. However, 71% of businesses are still experiencing difficulty filling vacancies

• Inflation remains one of the most pressing concerns and key cost issues include rising labour costs (including minimum wage increases), business rates and energy costs.

• The share of businesses expecting to raise prices increased in Q1 24.

A report published by NI Chamber and BDO NI found a mixed picture within Northern Ireland’s trading landscape, with manufacturing businesses facing a challenging Q1 24, compared to service businesses experiencing a relatively strong quarter of growth. Businesses from both sectors clearly indicated a need for strategic direction from policy makers, prioritising a new fiscal framework for Northern Ireland, a new economic strategy and capital investment to challenge low growth. The findings were presented to an audience of elected representatives at a special briefing in Stormont during April.

Most businesses who responded to the survey are currently trading well or reasonably (77%). Around one in four (23%) are just covering costs or struggling. Just over half (56%) are seeing some slowdown in demand, although for most only a little (49%). Some 7% are seeing a significant slowdown in demand, which is down significantly from 13% at the end of 2023.

Inflationary pressures, despite easing, continue to be a key concern, along with rising labour costs. In Q1, more businesses said they expect to raise prices after a

period where this showed signs of easing. Almost 3 in 5 respondents (57%) were operating below capacity in Q1 24 (49% Q4 23).

BUSINESS PRIORITIES

In the first QES since the restoration of

the institutions at Stormont, NI Chamber members were asked to identify their priorities for the Executive. The top three responses were a new economic strategy, a long-term infrastructure plan and an independent review of public spending.  When asked to identify their priorities

Suzanne Wylie, Phillip Brett MLA, Brian Murphy and Maureen O’Reilly.

for the Westminster Government, the top response from NI businesses was a new fiscal framework for funding public services, followed by competitive business taxes. Access to international labour & skills and investment in innovation support were the joint third responses.

MANUFACTURING

Manufacturing’s overall performance was mixed in Q1 24, with a weak domestic trading performance and only marginally better in terms of its export performance. Inflationary pressures remain but have eased for the sector.

The sector’s regional performance is generally mixed, strong on investment intentions and mid-ranking on exports and jobs. Northern Ireland is the lowest ranking UK region in terms of the share of manufacturers operating at full capacity (19% vs. UK 35%). Confidence around turnover growth in the next 12 months improved in Q1 24 but confidence around profitability dipped, with the NI manufacturing balance lowest across the UK regions.

More than twice as many manufacturers were concerned about business rates in Q1 24 compared to a year ago (23% Q1 23 vs. 54% Q1 24) and corporation tax (15% Q1 23 vs. 32% Q1 24). Competition has also been a growing concern for the sector.

SERVICES

The service sector’s trading performance remains relatively strong, and survey respondents are confident this will continue into 2024. However, recruitment intentions are easing and expectations around raising prices are on the increase again, with labour costs a particular cost pressure for the sector.

Most service sector indicators remain above the UK average, with particularly strong indicators around trading performance and cashflow. The sector ranks first across the UK regions in terms of the share of businesses operating at full capacity.

Confidence around turnover growth in the next 12 months is strong for the service sector, and while confidence around profitability is less strong, it remains positive and is more

positive relative to Northern Ireland’s manufacturers.

PRICES AND COSTS

More businesses are expecting to raise prices in Q1 24.  In Q1 24 the balance of manufacturers expecting to raise prices was +38% (+29% Q4 23) and for services +61% (51% Q4 23).  This is down from a peak of +88% for manufacturers in Q1 22 and +76% for services in Q4 22.

Labour costs remain the biggest internal cost pressure for both sectors.  In Q1 24, 86% of manufacturers (92% Q4 23) and 81% of services (91% Q4 23) reported labour costs as a key pressure. Raw material costs are a pressure for 71% of manufacturers, which is down from 86% a year ago.  Energy cost inflation continues to slow but 69% of members are still dealing with increased energy costs over the last quarter (71% Q4 23).

In terms of external cost pressures, inflation remains one of the most pressing concerns but continues to show positive signs of easing for both sectors.  In Q4 23, 51% of manufacturers reported inflation as a greater concern than 3 months ago, down from 57% in Q4 23 and 79% in Q1 23.  For services, 52% report inflation as a key concern in Q1 compared to 57% in Q4 23 and 77% a year earlier.

Competition has been a growing concern for both sectors with 41% (43% Q3) of manufacturers and 44% (44% Q3) of services highlighting competition as a greater concern than 3 months ago. Business rates are a concern for 54% of manufacturers, up from 23% for the same quarter in 2023.

Commenting on the report’s findings, Suzanne Wylie, Chief Executive, NI Chamber said:

“Businesses have made it clear that they need and expect strategic decision-making from the NI Executive to counter low growth and increasing costs. Through this survey, they have articulated the business need for the roll-out of a new economic strategy and a long-term infrastructure plan, whilst also indicating strong support for a review of public spending as a pre-requisite to revenue raising. With a General Election anticipated later this year, our

member businesses are also looking to Westminster, with a new ambitious Fiscal Framework a top priority along with a competitive business tax environment, as well as access to international labour and investment in innovation support.

“These findings correlate strongly with the experiences and challenges our members across all sectors report on a daily basis and provide a very strong evidence base for our engagement with both the restored Executive and UK government ministers.”

Brian Murphy, managing martner, BDO NI, added:

“Local businesses now have a once in a generation opportunity with clarity about our trading relationships – unrestricted access to both the EU and GB markets, and a new Executive that provides stability.

“The partnership between local firms and our Ministers took centre stage recently in the US, gaining international recognition and support. The message was clear and welcomed with great enthusiasm: if you want access to the UK and EU markets, look no further than NI as the most exciting region on these islands to invest, work and live.

“To help achieve this potential we need our new ministers to act. Nearly two thirds (63%) of local businesses want a new economic strategy for Northern Ireland, recognising our unique positioning and opportunities, with 64% backing calls for the UK Government to introduce a new fiscal framework for how we manage, support and fund public services in Northern Ireland. We need a fresh approach to deliver a system that reflects the realities of today and supports the planning for tomorrow.

“Businesses ’s issues and asks may be well-rehearsed, but our opportunities are unlimited. Momentum has been built and we cannot let it stall. Ministers need to make the decisions to support investment and job creation by delivering structures that will facilitate and incubate growth, thereby building a better, more productive, and more prosperous Northern Ireland for all.”

Maureen O’Reilly, Economist for the QES. Brian Murphy, BDO NI.

Phillip Brett MLA, Chair of the Economy Committee, addressed the briefing.

Stuart Anderson, Head of Public Affairs, NI Chamber.

Brian Murphy, managing partner, BDO NI, discusses the latest QES findings

BDO NI Commentary

Businesses in Northern Ireland have been presented with a once in a generation opportunity to realise the potential that we, as a community, have to offer.

Our trading relationships with GB and the EU have been agreed, providing us with a unique and enviable position. It is vital that we seize the initiative to promote Northern Ireland as the most exciting region on these islands to invest, work and live.

All indicators from Q1 are positive and positivity is key to delivering success. The restoration of the Executive has provided political stability and it is heartening to see how unified our new Ministers have been in seeking to promote NI and its businesses globally.

The partnership between local firms and our elected leaders was celebrated recently in the US with the delegations from Northern Ireland proving to be the star of the show. I saw how well received the collaboration between business and our Executive was by the US political and business community. The message was clear: if you want access to the UK and EU, look no further than NI.

At BDO, we are working with local firms seeking to grow exports and overseas businesses seeking to invest here and can see the difference a few months can bring. While the Executive has had a good start, there is so much more that needs to be done now to help local firms seize the opportunities available to us.

Nearly two-thirds (63%) of local businesses want a new economic strategy for Northern Ireland, recognising our unique positioning, with nearly half (47%) also calling for a long-term infrastructure plan. These are vital to help galvanise our economic growth. One in four (25%) want to see the introduction of a childcare strategy that will help entice more people back into the workplace and help address many of the recruitment issues local employers have faced in recent years.

After weathering the storms of the last few years, it is understandable that areas of concern remain for local firms, but there is also recognition that not only are we a resilient bunch, but we are also home to some of the most creative and innovative businesses in the world – from globally recognised manufacturing to professional services; from market-leading tech to worldclass creative industries. For such a small region we collectively punch so far above our weight – but we can reach even further with the right support in place.

With potential changes coming at Westminster, this survey clarifies the need for a new focus for NI that delivers a new fiscal framework for how we manage, support and fund public services in Northern Ireland. Some work has already started, for example, in the social housing sector, but we need a fresh approach to deliver a system that reflects the realities of today and supports the planning for tomorrow.

In recognising our unique position, any incoming UK government needs to also understand that we are competing with Ireland in securing investment, and its tax structures are far more favourable. To level the playing field, 55% of local firms believe this should be a top priority for the UK government. Our issues and asks may be well-rehearsed, but our opportunities are unlimited.

We have built such momentum and we cannot let it stall. Ministers must act now to make the decisions to support investment, expansion, and job creation. It is now time for action and by delivering the frameworks and structures that will facilitate and incubate growth, we will be building a better, more productive, and more prosperous Northern Ireland for all.

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Columnist

Kate Marshall Coach, Speaker, Author, Facilitator

10 Questions Business Leaders Should Ask Themselves

Spring is the perfect opportunity for individuals and organisations to reflect, analyse and improve how we are working and living. Metaphorically, taking the opportunity to spring clean our habits and renew our areas of focus. What about your business? Is it time to review and refresh your business strategy to ensure this year is your most productive year yet. Let’s start with these ten essential questions...

1. Are we attractive to the best talent? With ongoing and increasing global unrest, remaining supply chain issues, shortage of people/talent, the legacy of global pandemic and the impact of upcoming elections, it’s no surprise that companies are investing more in recruitment and retention. While finding talent might seem like the end goal, retention can be equally challenging. So how do you keep talent once you’ve found it?

2. Is our recruitment process comprehensive and effective?

Are you always looking for talent? Being proactive and looking for great talent from any source is best practice in great organisations. Taking the time to find exactly the right candidate for a role will save you time and money in the future. Get it wrong and you could be back to sifting through CVs a few months down the line. Always have a hot list of people you want to hire.

3. Does my business have change at its heart?

Embracing change has always been pivotal to both success and innovation, but in this fast-paced age, on-going development has become a do-or-die imperative. Whether you initiate change or not, outside factors like marketplace competition or advancements in technology will always force it to

happen. Preparation is key to survival. Do your people know you value creativity and innovation.

Making your business more agile and preparing for the unexpected makes it more likely you’ll weather any unexpected storms.

4. Does my business promote a culture of growth and success?

Creating a culture of growth and success is about people; chiefly communication, appreciation and ownership. If you want everyone to work towards a common goal, you need to share that vision often and clearly so each employee understands their objectives. And make it a two-way system – ask your staff for regular feedback on their progress and how they feel things can be improved. “If you’re not growing you are dying”.

5. Is my business riddled with zombies? As much as we hate to act as doomsayers, the answer is probably yes. A study by Gallup showed that only 17% of the UK workforce are actively engaged; 57% are not engaged and 26% are actively disengaged.

6. Is my business as productive as it could be and do we regularly check for clarity?

If the answer is no, there are simple steps you can take to improve clarity and productivity.

All organisations fail or succeed one conversation at a time. How do you ensure your people know what is expected of them? Do you seek clarity and establish a clear process to find the route of any problem. Once you’ve found the underlying issues in your organisation, creating systems and solutions which are repeatable is essential for long-term maintenance. And, critically, creating a culture of positivity and reward is essential to improved employee productivity. When people are clear, with good understanding what’s expected of them,

they are more engaged and ultimately more productive.

7. Is diversity an important part of my business?

If the answer is no, then make it a priority to become a more diverse business.

While it’s often viewed as something which is required rather than something which elicits change, diversity can improve your business in many ways, one being profitability. A report from McKinsey shows that companies in the top quartile for diversity are more likely to have financial returns above their national industry medians.

8. Do I have the support I need to run my business?

Do you have the best senior team around me, are they empowered to make decisions which affect the business and the welfare of others. Apart from the mental challenge of leading business, you can be left wondering if you’re heading in the right direction. Do you have at least one or two people in your business who you can be “real” with and will give you honest feedback?

9. Have I got an exit plan?

While succession or exit planning can be a challenge in business, it is a necessity. Not only does planning avoid drama and anxiety later on, it will also make your business more attractive to prospective investors. To take the sting out of it, break it up into simple steps.

10. Am I happy and fulfilled?

The billion dollar question. And perhaps the most important one. As much as we all try to keep our personal and work lives separate, it’s impossible for them to exist in isolation. So how do you stop one from damaging the other?

What might you need to work on in the next 12 – 18 months to ensure greater success?

Accelerating Decarbonisation: Insights from

the NI Chamber and

SONI Energy Forum

Energy leaders gathered at Belfast’s BT Group Riverside Tower for the NI Chamber and SONI Energy Forum. With 2030 energy targets looming, the urgency to modernise the grid and promote renewables was palpable.

At the forefront of the event was Nick Winser CBE, the esteemed electricity networks commissioner for Great Britain, whose insights shed light on the path we need to travel to succeed in decarbonising the energy industry here, and on time.

Sean Donnelly, senior manager, core and programmes at Openreach, set the stage by highlighting the imperative for businesses to embrace green energy solutions.

Alan Campbell, managing director of SONI, said the event was a valuable opportunity for industry, academia, and government to discuss challenges in renewable energy goals.

He acknowledged SONI’s acute awareness of the substantial work ahead, noting that, currently, 50% of energy comes from renewables with a potential for 75% at any one time. However, he highlighted the formidable challenge ahead: “The rest is challenging in terms of scale and complexity.”

Reflecting on the transformation of the energy sector over time, Alan also remarked: “This is and will be one of the biggest changes to the electricity system since the 50s and 60s.” He reinforced SONI’s readiness to tackle the challenge, asserting: “We know what we need to do, to get to 80%. We need to accelerate the

progress and remove barriers to timely delivery.

“There is a challenge with time – less than six years to 2030 – there’s a growing consensus on the need to inject a sense of urgency into what we collectively have to achieve,” he added.

It was Nick Winser’s address that gripped the audience’s attention.

With ample experience and a deep understanding of the energy landscape, Nick was chosen by the UK government in 2022 to lead an independent report on expediting grid development. Published in August 2023, his report offered extensive recommendations, making a compelling case for speeding up the transition to sustainable energy.

His vision for decarbonising the energy industry centred on leveraging electricity as the primary vehicle for this transformation. He vocalised the importance of complementing renewable energy sources with green hydrogen, particularly in energy-intensive sectors such as heavy goods vehicles and aviation.

“In essence, what we’re aiming for is to use electricity as the main vector for decarbonising the economy and topping that up with green hydrogen to supply some of the intensive energy industries and possibly with uses around heavy goods vehicles and aviation; niche uses,” he explained.

He emphasised the need for better planning, participation, and coordination. For customers, it means cleaner, cheaper energy, inspiring them and gaining their support. The future of transportation lies in electric vehicles. Regarding heating, electric options like heat pumps are highly efficient and crucial in reducing carbon footprint. Industrial customers will shift to electric options, including green hydrogen, despite pricing challenges, promising exciting job opportunities.

Central to his strategy is the integration of ‘dispatchable’ energy systems. This multifaceted approach requires meticulous planning, robust infrastructure, and strategic investment he explained.

“It’s a fleet of dispatchable energy systems — burning green hydrogen and it’s going to be using burning methane and capturing it with carbon capture and storage (CCS) and storing it.”

He highlighted the pivotal role of community engagement in driving the transition, advocating for transparent communication, equitable distribution of benefits, and meaningful participation of local stakeholders.

“We must inspire the public by what we’re trying to do: this is going to be great for us, society and individuals. They must understand it, rather than developers turning up and having to establish it in every town hall. We can’t leave developers to make those arguments, and that’s what takes a long time. We need a more open and respectful conversation, and significant community benefits – one for households and one for communities that are close to those facilities. Those significant funds should be spent on the green transition in those areas and we should reward them for hosting.”

Addressing infrastructural needs and planning, he continued: “We need to start sooner and build earlier. What we tend to do is wait for a firm commitment to have been locked in and then we start to think about how to build the networks but we have to start to do spatial planning on what’s on the system and where.

“We need design principles to explain to communities and explain how we make decisions where lines go – whether overhead, underground, in the sea – and we need to explain this to people and lock it into policy statements which articulate societal goals and are endorsed by ministers and regulators.”

He suggested that advocating for regulatory approval of the broader spatial plan and a set of design principles at the outset, rather than seeking funding

“In essence, what we’re aiming for is to use electricity as the main vector for decarbonising the economy and topping that up with green hydrogen to supply some of the intensive energy industries and possibly with uses around heavy goods vehicles and aviation; niche uses.”

approval for individual projects, would be the most advantageous approach

More controversially, he said: “I’ve advised tough love to developers, who should be held accountable to build on time and get through the planning process.”

Discussing the electricity networks’ roles in decarbonisation, he continued: “We need a tonne of new storage on the systems, that will have implications for networks. It’s about how to build strategic transmission quickly. It takes us 14 years to build that kind of stuff and we must get through planning and consenting faster and build the right amount.”

He also called on governmental leadership and industry-wide cooperation to address the challenges of skills shortages and institutional reform. “The government needs to take a lead on this,” he asserted, calling for concerted efforts to address the systemic barriers hindering progress.

“Inspiring the public is not just a rhetorical exercise but a fundamental prerequisite for achieving meaningful progress,” he pointed out.

“Without inspiring the public, we will continue to struggle to engage in the localities, and we will struggle to maintain the political consensus,” he cautioned.

“By inspiring our communities and our societies that this is exciting and worth doing, that will help us all and the industry has a role in this. The energy industry needs to devise a truly brilliant system and we can go out and say, enjoy this transition.”

Following Mr Winser’s speech, a panel discussion featuring Steven Agnew, (director, Renewable NI), Peter McClenaghan (director of infrastructure and sustainability, Consumer Council), Caron Malone (head of transmission strategy, NIE Networks) and Eimear Watson (head of networks, SONI) concluded the event. The panel discussed in depth the efforts needed to ensure we reach net zero via the electricity infrastructure.

The latter, coupled with Nick Winser’s insights, offered a roadmap grounded in pragmatism, inclusivity, and foresight but the process is clear in one thing; decarbonisation of our energy systems is a collaborative effort involving collective action, technological innovation, and societal engagement.

CONNECTIONS KEY TO BOOSTING SUPPLY CHAINS

Foods Connected director says knowing your supply chain and digital solutions is key to unlocking growth for NI’s agrifood industry at Ulster Bank lunch event.

A leading food industry figure has said his company is on a mission to redefine food supply chains across the globe.

Duncan Spencer-Brown, operations and customer-success director at Foods Connected, told an audience of producers, growers and industry representatives that knowing each stage of your supply chain and harnessing the power of digitisation are the keys required to help solve key industry challenges.

Mr. Spencer-Brown was speaking at the annual Ulster Bank lunch event during the 2024 Balmoral Show – of which the bank is principal sponsor, alongside Ulster Bank’s Head of Agriculture, Cormac McKervey, at a panel event hosted by BBC NI Business Reporter, Clodagh Rice.

Headquartered in the Northwest with operations based across Europe, USA, Dubai and Australia, Foods Connected is the leading digital supply chain solution offering tracking, control and reporting across key business areas. Since joining the team over 6 years ago, Duncan says the company has gone on an impressive growth trajectory and is now operating at

a significant level and scale.

“The growth and expansion of Foods Connected is testament to our core belief that knowing your supply chain in-depth and simplifying these processes will have a positive impact on your overall business performance.

“What makes what we do unique is that many of our senior leadership team come from a food manufacturing background. We know the challenges faced on factory floors because we have been there and this, in my view, makes us better placed to solve these using leading technologies and digital solutions that will help enhance supply chains across the globe.

“We are very much a global company, but it has been a wonderful opportunity to spend time at the Balmoral Show, amongst some of the leading agrifood companies, and to be reminded of the health and vibrancy of our local agrifood sector.”

Cormac McKervey, head of agriculture at Ulster Bank, who joined Mr. SpencerBrown on the panel, talked about the parallels between the opportunities technology is currently providing to both the farming and food manufacturing industries.

“Farmers and growers here have a reputation for being innovative, and

whether that’s been driven by necessity or ambition, we are always keen to encourage this. This is a really exciting time for the agrifood sector as new technologies coming to market are presenting endless opportunities for growth and enhancement.

“Our message therefore at this year’s Balmoral Show is that Ulster Bank is committed to working alongside the industry to maximise these opportunities whether through lending or supporting customers lean into introducing more sustainable farming methods.”

Speaker, Duncan Spencer-Brown, Customer Success & Operations Director, Foods Connected, Mark Crimmins, Ulster Bank’s Head of NI, Cormac McKervey, Ulster Bank’s Head of Agri, and Host Clodagh Rice, BBC NI Business Reporter, pictured before the Ulster Bank Corporate Lunch at the Balmoral Show.

Columnist

Caitroina McCusker Regional Market Leader, PwC Northern Ireland

Why Northern Ireland Must Continue its Investment and Focus on Artificial Intelligence

Irecently attended a roundtable at the PwC Northern Ireland (NI) office with Kevin Ellis, our Senior Partner, and 32 leading CEOs from across the region. One of the key topics we discussed was artificial intelligence (AI) and the challenges –and opportunities – it can bring.

NI’s 10x Economy strategy has identified AI as one of the technologies in which our region has genuine strengths and the potential to be a world leader in coming years, but there is still a lot of myth-busting that needs to take place. And with 55% of the companies in NI being public sector, maximising the benefits of this technology while protecting ourselves against the risks won’t be straightforward.

AI has become a global phenomenon, with businesses across the world recognising its potential to revolutionise industries and drive economic growth. According to our recent CEO Survey, UK CEOs have been quick to adopt AI, with 42% stating that they have implemented the technology in the last year. This figure surpasses the global average of 32%, as well as the adoption rates in the US, China, and Europe.

UK CEOs are more confident than their peers in the commercial benefits of AI and the efficiencies it can bring to their organisations, however they are also more mindful of the risks associated with AI, particularly around cybersecurity.

NI is at the forefront of AI development, with institutions like

Queen’s University and Ulster University leading the way. These universities have partnered to establish the AI Collaboration Centre, which aims to fuel innovation and economic growth by enhancing digital sectors, promoting collaboration, and addressing skills gaps. This initiative demonstrates NI’s commitment to nurturing talent and fostering a supportive ecosystem for AI startups and SMEs.

Our region also boasts an innovative cluster of expertise in AI and data analytics across various sectors. NI’s AI start-up and SME tech community is thriving, thanks to initiatives that harness talent through incubation programs and a well-developed entrepreneurial ecosystem. Additionally, a vibrant networking scene facilitates collaboration and knowledge sharing, further enhancing our AI capabilities.

We know that the most effective way to accelerate economic growth is through continued focus on longer-term levers that will increase productivity and stimulate investment, and using AI to its full potential can help us get there. Collaboration between businesses, local government and education will allow us to understand how to use technology to educate and upskill people, modernise existing jobs and create new ones.

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.

However, investing in AI is not without its challenges, and we all must recognise the importance of addressing the risks associated with this technology. Cybersecurity risks are a top concern for UK CEOs, with 73% citing them as the primary unintended consequence of AI. By prioritising cybersecurity measures and fostering a culture of responsible AI development, we can mitigate these risks and ensure the long-term success of AI initiatives.

NI’s investment and focus on AI are crucial for its continued growth and competitiveness in the global market. As UK CEOs lead the way in implementing AI and recognising its potential, NI’s commitment to innovation, collaboration, and talent development positions it as a leader in AI. By leveraging our expertise, fostering a supportive ecosystem, and addressing risks, the region can harness the transformative power of AI to drive economic growth and secure NI’s position as a global AI hub.

Trailblazing Timber Solutions for Sustainability

Balcas Timber is a pioneer in sustainability within the manufacturing sector. We revisit the Fermanagh-based business as its revolutionary biomass boiler makes traction prompting its first customer to reduce its carbon emissions by at least 95%, Ian McCracken, business development director, tells Emma Deighan.

Balcas is the largest manufacturer of wood pellets in the UK and Ireland and, in addition to its production facility in Northern Ireland, it owns a manufacturing plant in Invergordon, Scotland.

Balcas’s Highlands plant is not far from the very distillery that is the first customer to install its pioneering new

boiler, which operates using wood powder.

Its launch marks the most significant development since Ambition magazine’s previous interaction with Balcas in 2021, highlighting Balcas’s remarkable growth and ingenuity. Notably, the Longfordbased Glennon Brothers’ acquisition during that time has led to a doubling in both size and value in recent years too.

“Glennon Brothers operate in the same manufacturing sector and have several sawmills, and the addition of Balcas has doubled the size of the Glennon Brothers business,” Ian says of that acquisition. Previously processing one million cubic meters of logs annually, together they now boast usage of circa two million cubic meters.

The combined workforce is 900 employees and it has a turnover in the region of €400 million. Timber production is a combined 850,000 cubic meters of sawn timber products. The expanded Glennon Brothers and Balcas is a formidable powerhouse within the industry.

Amid this expansion, it has stayed true to its commitment to sustainability and innovation. Its dedication to local markets aligns with Balcas’s ethos of sustainability, a principle that permeates every aspect of its operations.

One of the most exciting developments in its repertoire is the introduction of wood powder burners that use a groundbreaking technology that is revolutionising biomass utilisation. “It’s

no longer a solid fuel on a grate,” Ian explains. “The pellets are ground and sprayed horizontally. The boiler looks like a normal oil or gas boiler and occupies a similar, if not smaller space.” With a range spanning from three to fifty megawatts, these burners are poised to transform biomass use in large-scale industrial processes by offering a wider scope of more easily managed applications to rival traditional fossil fuels.

Jura Distillery, located in the Highlands, has become the first Scottish distillery to install this transformative and sustainable biomass boiler. It displaced the distillery’s previous medium fuel oil usage and produces both heat and steam for the whisky-making process there, subsequently cutting its carbon emissions by 95% (6,000 tonnes) which is the equivalent of taking 1,800 family cars off the road.

Balcas’s foray into innovative solutions hasn’t gone unnoticed. At the Sustainable Energy Ireland (SEAI) awards, the company received recognition for its wood powder burner, earning runner-up for the most innovative product — an accolade that underscores its pioneering spirit in sustainability and ambition to change how manufacturers traverse the road to cleaner energy usage.

Ian continues, “What we’re introducing is cutting-edge technology poised to revolutionise industrial decarbonisation – it’s known as a wood powder burner. This innovation marks a significant departure from traditional biomass practices, no longer reliant on solid fuel. Ranging from three to fifty megawatts, they can cater to large heat consumers, including asphalt and concrete production functioning comparably to oil and gas systems. Our breakthrough has already made waves, with the first installation already taking place, followed by three more in the fourth quarter.

“We’re also currently engaging with numerous major industry customers on this. It means there’s no need to await the advent of hydrogen or biogas. This isn’t your typical biomass; it’s a gamechanger.”

He adds the burner occupies the same or less space as current oil or gas technology, thus eliminating the necessity for a large boiler house while turnaround from order to installation is around 18 months at present. The powder burner system is also low maintenance compared to traditional biomass systems with moving grates etc as the internals of a powder burner system have no moving parts and again are similar to oil and gas systems.

Navigating the transition towards sustainability isn’t without its challenges for Balcas and its peers however.

“What we’re introducing is cutting-edge technology poised to revolutionise industrial decarbonisation—it’s known as a wood powder burner. This innovation marks a significant departure from traditional biomass practices, no longer reliant on solid fuel.

Government schemes, once a source of support, now offer limited incentives, posing a hurdle for companies striving to embrace greener practices, Ian says, but regardless, it will continue to push boundaries. “The savings are good especially if you’re a larger company in the Emissions Trading Scheme,” Ian notes. “We all have a responsibility to move to greater sustainability at both work and at home.”

Balcas remains steadfast in that responsibility through various offerings. Its entire operation is a circular economy, self-sufficient. Its wood pellets, although niche are offering major sustainability advantages for its users thanks to the huge carbon reduction they provide.

Balcas is also positioned to help in the move towards sustaining the construction sector, but “that hinges on forestry management and carbon sequestration,” Ian adds.

By replenishing forests and adopting sustainable forestry practices, Balcas aims to contribute to the fight against climate change.

Looking ahead, Ian envisions a future where Balcas plays a pivotal role in driving the transition to net-zero emissions for its customers. “The product we’re making fits in well with sustainability and the circular economy,” he reflects while the company’s focus on staff will see more job creation. The introduction of graduate programs

will nurture the talent pipeline, and cover roles such as electrician, engineer, and positions in forestry.

“There’s a misconception about sawmills and outdated practices; there is a lot more advanced technology involved in the process and we need the skills for that in the future.

“We see more job opportunities, particularly with the expansion of the company,” Ian explains.

Regarding wood imports in the UK and Ireland, Ian observes significant potential for local production growth, contingent upon increased tree planting efforts and commitment from governmental and semi-state forestry institutions in both the north and south, stressing the importance of land acquisition for sustainable forestry practices. “Without such commitment, achieving adequate forest cover and a sustainable local timber supply would be challenging.”

He concludes: “Balcas has been around since the 1960s and we’ve had a few owners along the way and where we are now is an excellent fit for us. We are part of a team that is growing and it’s very ambitious. And the product we’re making fits in well with sustainability goals and the circular economy, and we can be part of removing the need for high-carbon construction materials while using the residues used to produce these to provide locally produced low carbon energy.”

Danske Bank: Big Local Support for Small Businesses

As Danske Bank marks its 200th anniversary in Northern Ireland, the bank remains as focused as ever on supporting the entrepreneurship and innovation of local small businesses.

Alot has changed in the 200 years since Danske Bank – or Northern Bank as it then was –first started providing banking services here.

What hasn’t changed since 1824 is the entrepreneurial spirit and innovation of the region’s small business owners –or the bank’s support for them, which has underpinned economic growth for generations.

As Danske Bank reflects on its first 200 years, its team continues to be inspired by the resilience, creativity and innovation that have characterised the journey local businesses have been on, from the industrial revolution to the digital age.

Head of Small Business Ryan Mawhinney says that as Northern Ireland’s entrepreneurial landscape has evolved, Danske Bank has recognised it has a part to play in creating a dynamic environment where entrepreneurship can flourish and organisations can thrive.

“Our structure within small business enables us to remain close to our customers and understand what their needs are, whether that’s during challenging times or when businesses are expanding and growing. Now we are actively looking to attract new customers.

“We have a strong proposition for small businesses where we are investing in technology to provide new digital

solutions, but also have local relationship managers on the ground. This local relationship approach is one which many other providers have moved away from in recent years,” Ryan says.

“Customers have really embraced our digital services, but many still want to be able to lift the phone and talk to someone who knows them and their business when they have a more complex need or challenge.”

Danske’s small business team includes 18 business advisers based in local communities throughout Northern Ireland, alongside a small business hub who together act as a first point of contact for business customers with

borrowing requirements. All customers also have full access to Danske’s awardwinning customer contact centre and branch network. Through the advisers and hub, customers have access to expertise in not only lending, but asset finance, trade finance, invoice finance and foreign exchange, with all these specialist teams locally based.

The bank recently launched a campaign offering 2 years of fee-free banking to businesses opening a new small business digital account. This is running alongside a campaign for new personal customers, the first time the bank has had active campaigns for both new business and new personal customers together.

“We are seeing businesses active in the market again,” Ryan says. “There was an increase in cash holdings post pandemic, but now we’re seeing customers using

that cash combined with lending to invest and grow. There is a constant cycle where businesses need to replace equipment and vehicles and so on.

There has been strong demand for asset finance as businesses have made capital investments this year, including a demand for sustainable upgrades such as solar panels, which is encouraging.”

Sustainability is an area Danske Bank has invested in significantly in recent years, developing the Climate Action Programme (CAP) with Business in the Community NI to help businesses understand and reduce their climate impacts. Since then, around 150 businesses have taken part in the programme to date.

“We find lots of small businesses want to do something to become more sustainable but they’re not exactly sure

where to start. So, all our advisers have been through accredited carbon literacy training and are bringing that expertise to their customers,” Ryan says.

“We can show them examples of customers who have been able to do business with much larger, international players after having gone through our programme because they can demonstrate their sustainability credentials to those larger companies.”

The bank has now worked with Business in the Community to introduce a new version of the programme that is more accessible for small businesses.

“We’ve listened to feedback from our small business customers and those at the start of their journey, and together with BITC, we’ve created a new, fully digital Climate Action Programme tailored for their needs. This ‘light’ version is made up of a two-hour introduction to carbon consciousness hosted and delivered online by BITC, and then the rest of the programme can be completed in their own time”, Ryan says.

Danske is providing support to small business owners in other ways too, for example partnering with local Enterprise Agencies to deliver HR, marketing, cyber security and sustainability advice to their tenants. These visits also involve Danske’s personal banking team – an acknowledgement that, for owner-managed businesses, personal banking needs are very closely aligned to business banking. Ryan says that building relationships and communicating with customers remains at the heart of Danske’s approach to supporting small businesses.

“A lot of our new business comes from referrals from our existing customers because of the relationships we have with them. Whatever else has changed in banking over the last 200 years, our focus on customers has been the constant and always will be.”

NI Businesses Celebrate Kings Awards for Enterprise

Four businesses from Northern Ireland have been recognised in the most recent King’s Awards for Enterprise, an accolade which rewards outstanding achievement by UK businesses in the categories of innovation, international trade, sustainable development and promoting opportunity through social mobility. This year marks the 58th anniversary of the program, which allows its winners to use the King’s Awards emblem for the next five years.

North-west technology company Alchemy Technology Services was recognised in the category for International Trade. Founded in 2018, Alchemy Technology Services has grown to become a key provider of technology and consulting services to the global insurance sector.

Headquartered in Derry/ Londonderry and operating a key office in the heart of the Lloyd’s market in the City of London through Alchemy London Market, the company employs over 200 skilled professionals across its two locations. Alchemy is celebrated not just for its business achievements, but also for its substantial contributions to the socio-economic development in the north-west region of Northern Ireland.

John Harkin, CEO of Alchemy Technology Services, said: “We are delighted and honoured to receive the King’s Award for Enterprise. This accolade is a testament to the hard work and dedication of our team who have consistently pushed the boundaries of excellence. It reaffirms our commitment to not only advancing our industry, but also contributing positively to the communities where we operate. We look forward to continuing our mission of driving forward International Trade, growth, and an unwavering commitment to client success across the globe.”

Craigavon based manufacturer A.J.Power was also awarded the King’s Award for Enterprise in the category for International Trade. The company manufactures a wide range of high-quality generating sets which are exported to over 100 countries worldwide. To meet environmental challenges, the product range has been expanded to include battery storage systems and ultra-low emission hybrid machines.

Speaking about the accolade, Ashley Pigott, chairman and managing director of AJ Power, said: “AJ Power have been honoured with a prestigious King’s Award for Enterprise for International Trade. The award is in recognition for the outstanding achievements of our innovative engineers, dedicated workforce, and our worldwide distribution partners. This award reinforces our commitment to

fostering mutually beneficial relationships with partners across the globe and underscores our belief in the transformative power of international collaboration.”

Leading contractor Henry Brothers was honoured with a King’s Award for Enterprise for Sustainable Development. The company was praised for its exemplary approach which has resulted in significant benefits for the business, the environment, and the wider construction sector.

Ian Henry MBE, CR director at Henry Brothers, said it is a “tremendous privilege to be awarded the King’s Award for Enterprise for Sustainable Development.

“This achievement underscores our ongoing commitment to responsible business, something which is instilled deep within the culture of our organisation and is very much part of who we are as a company.

“Sustainable practices have been at the heart of Henry Brothers’ operations since its inception, and we make a conscious effort to minimise our environmental impact while maximising positive social and business outcomes.

“In addition to our ambitious net zero strategy, our approach to sustainable development encompasses a number of initiatives designed to encourage positive health and wellbeing amongst our staff and enhance community engagement.”

Judges commented on how the company is an “excellent example” of inspiring others while growing its business.

Henry Brothers was also acknowledged for its innovation, which has led to the formation of a 27-acre nature reserve based at its headquarters in Magherafelt that over 5,000 pupils from schools across Northern Ireland have had the opportunity to visit.

Ian added: “At Henry Brothers, we believe that sustainable development is not just a business responsibility, but a necessity.

“This award is testament to the dedication and hard work of our employees across the company who have each made a substantial contribution towards our continued growth and success, while upholding our values of sustainability and corporate responsibility, ensuring that we remain Altogether Stronger.

Philip McMichael, Vyta Founder and Chief Executive Officer with Mayor of Antrim and Newtownabbey, Councillor Mark Cooper BEM.

“We look forward to continuing to drive positive environmental change and to creating lasting impact within the communities we operate in long into the future.”

Leading IT asset disposition and lifecycle management company Vyta also picked up an award in the Sustainable Development category.

The Newtownabbey-headquartered company has championed sustainable practices since it was formed in 2001, maximising the lifespan of IT equipment by collecting, refurbishing, recycling and reselling redundant IT for customers in over 50 countries globally.

In 2023 alone, Vyta collected, recycled and processed 450,000 devices for clients, including laptops, PCs, servers, USB sticks, hard drives, smartphones, and tablets. By refurbishing these devices for reuse, Vyta prevented the release of nearly 40,000 tonnes of CO2 emissions into the atmosphere.

Philip McMichael, Vyta founder and chief executive officer, said: “Sustainability has been in Vyta’s DNA since the company began operating, with our entire business model based on helping firms manage their IT responsibly and to reduce their environmental impact.

“As one of only two companies in Northern Ireland to have achieved the King’s Award for Sustainable Development in 2024, this accolade

recognises both our commitment to minimising our own environmental footprint and that of our customers and partners, as well as our dedication to fostering initiatives within the wider communities in which we operate.

“This is such a well-deserved recognition for the entire team at Vyta and is testament to what, for many, is a lifetime’s work. We will continue to build on the progress made in recent years to reduce our environmental impact

and realise a brighter future in a more sustainable world.

“As a world leader in IT asset disposition and lifecycle management, Vyta works in close collaboration with clients and partners, empowering them with comprehensive carbon impact reporting to measure their carbon impact, make informed decisions, and align their sustainability efforts with broader ESG objectives.”

The Alchemy senior leadership team: Richard Gelson, Erin McFeely, CEO John Harkin, Lauren Baker and Declan Meenan.

David Henry, Ian Henry, Jim Henry, and Julie McKeown from Henry Brothers.

PROVIDING LEGAL EXPERTISE FOR OVER 60 YEARS

10 STEP GUIDE TO BUYING OR SELLING YOUR HOME

If you are considering buying or selling your home, this guide provides information on matters to consider whilst hopefully, at the same time, reducing the stress involved.

1. CONTACT YOUR SOLICITOR

Your first call when selling your home should always be to your solicitor. Quite often solicitors are not instructed until a buyer has been found and a completion date has been agreed. Contacting your solicitor early facilitates Title Deeds being sought from your Lending Institution, the sale contract being drafted, and property certificates and searches can be requested. If any extensions or works have been undertaken to your home, ensure that the planning permission and building control documents are furnished to your solicitor. Your solicitor will also explain how the conveyancing process works and what steps are involved to reach completion date.

2. APPOINT AN ESTATE AGENT

You may put your house on the market, but the estate agent is the one who actually sells it. Ask family, friends and neighbours - it’s always good to have a personal recommendation. In today’s technological world most estate agents provide full marketing portals, in addition to the printed sale brochure, such as website listings, videos and social media outlets such as Facebook and Instagram as a means of selling your home.

3. PREPARE YOUR HOME FOR VIEWINGS

Estate agents generally advise of the importance of keeping your home neat and tidy (this can prove a hard task where children are involved). It may also involve a coat of paint, tidy up of the garden, re-arrangement of furniture and declutter before any viewings. It is also the ideal opportunity to undertake a spring clean and donate unwanted items to charity.

4. OBTAIN AN ENERGY PERFORMANCE CERTIFICATE

All properties being sold must have an Energy Performance Certificate. These certificates

can be obtained relatively cheaply by your estate agent and the details included in the sale brochure and listings.

5. ARRANGING A MORTGAGE FOR YOUR PURCHASE

Investigate the availability of a further mortgage offer for any potential purchase with your mortgage advisor/ mortgage lender. This ensures that you are aware of what mortgage offers are available, have a mortgage in principle agreed to facilitate negotiations and be fully aware of your maximum available funding.

6. SEEK YOUR OWN SURVEY

Although mortgage lenders undertake a property survey for the purposes of the mortgage offer, it is advisable that every purchaser arranges for their own home buyer’s survey. A survey will identify any issues or problems with the property before entering into a binding contract.

7. HAVE YOU DONE YOUR MATH?

There is nothing more overwhelming than the realisation you do not have sufficient funds to discharge all associated costs and outlays. Ascertain at an early stage the redemption figure and any penalties relating to your current mortgage. Your solicitor will have provided a detailed written breakdown of all costs associated with your purchase and sale including the Stamp Duty Land Tax payable on your purchase. Ensure that you include the costs for your estate agent, survey, removal company, redirection of mail, utility bills owing and house insurance costs.

8. EXCHANGE OF CONTRACTS

Although you may have agreed the sale of your home and the purchase of your new home, there is nothing legally binding until the

contracts prepared by the solicitors are signed by all parties.

9. AGREE A COMPLETION DATE

As a rule, the conveyancing process takes an average of six to eight weeks from the date of an agreed sale by the estate agent. Sometimes there will be a chain of sales and purchases and it is important that everyone knows what date they are all working towards.

10. FINAL CHECKS FOR COMPLETION

The contract of sale will require you to vacate your home by 12 noon on completion date. Therefore, ensure ample time is set aside to pack up your belongings and your removal company is booked well in advance.

Provide meter readings to utility service providers such as electricity and gas to ensure you are no longer responsible for these services from completion date. Also make sure that Land and Property Services are informed and any refund of rates claimed. Having successfully moved all that’s left is to unpack and settle into HOME SWEET HOME!!

With over 60 years’ experience in residential conveyancing our property team will ensure that we put all of our experience behind you so that your sale and/or purchase is as seamless as possible by coordinating your sale and purchase effortlessly whilst keeping you fully up to date throughout. Should you be considering a sale or purchase we would be delighted to assist and discuss your requirements by calling 028 90246091 or alternatively emailinfo@johnstonsolicitors.com.

Therese Johnston Managing Partner

Building the Future: Dowds CelebratesGroup 47 Years of Construction Excellence

Multi-faceted services company

Dowds Group has been at the leading edge of the construction industry for over 40 years. The company has built its reputation on delivering complex engineering projects and is rightly lauded for its construction excellence and ability to deliver projects that create the aesthetic of the future.

Founded in 1978, Dowds is led by Managing Director James Dowds. The firm has grown significantly over the last 40 years, undertaking many multi-millionpound projects. This success is testament to the company’s ability to adapt to both an ever-evolving industry and shifting economic conditions.

It is resilience that has characterised Dowds Group over its long history. The firm has faced many challenges, but innovation is at the core of the firm who have pivoted several times to become a multi-disciplined group offering a complete one-stop service for the construction sector.

Perhaps it is this approach paired with its stellar reputation for quality and excellent service that keeps its customers coming back. “Although we remain extremely ambitious

and progressive, people are at the heart of everything we do,” commented James Dowds.

“We are proud of the positive company culture we have created and because of this have been able to attract the top talent across the built environment sector. Our staff are experts within their fields, and this enables us to exceed customers’ expectations and get involved in cutting-edge projects which is a real privilege.”

Dowds has certainly delivered many recognisable contracts throughout Northern Ireland, including Ulster University, Belfast, Southlakes Leisure Centre in Craigavon and are currently on-site at the new Grand Central Station in Belfast, where they are delivering the full electrical and mechanical packages. Beyond that, the firm has an impressive footprint throughout England and Scotland, delivering the prestigious Royal College of Music in London as well as the impressive Aberdeen Art Gallery.

The Group recently relocated to new headquarters at Parkway Ballymena after a £3 million investment. The new premises has been named ‘Killagan House’ after the homeplace of founding brothers, John Francis and Hector Dowds, and is located where the

company was originally established.

Now boasting a workforce of over 210 dedicated employees, the once modest venture has burgeoned into a thriving enterprise and today Dowds is recognised for its ability to deliver complex construction projects in the healthcare, education, commercial, residential and public sectors.

With origins firmly as a building services (mechanical and electrical) contractor, the company has continued to display its tenacity in exploring new market opportunities. Dowds diversified its service offering to facility management services, providing expert solutions for mechanical and electrical alongside building fabric maintenance. In addition, Dowds Construction has been in operation for almost 10 years and has accumulated an impressive portfolio of projects, including the fast-track delivery of NI’s Nightingale Hospital in Whiteabbey during the COVID pandemic and a longstanding relationship with innovative company Finnebrogue, which as seen the successfully delivery of four new factories for the Downpatrick-based food giant

In 2022, Dowds Group launched its new energy division, Dowds Energy Solutions. Headed by Director Brian Cunning –who officially launched the new service from Europe’s largest mountain, Mont Blanc, following a charity exhibition to raise funds for The Causeway Giant’s Wheelchair Basketball Club – Dowds Energy Solutions offers clients an integrated energy management solution.

“Energy solutions will play a critical role in enabling the government to reach its 2050 net zero plans and this is putting firms under increased pressure to reduce their own carbon footprint. This requirement has been a challenge for many firms, and we saw a real opportunity in the market to help clients

with their ‘Energy Master Planning’,” said Brian Cunning.

“We now offer a complete decarbonisation service, helping clients realise strategic energy targets and carbon reduction – in fact, our energy solutions team were involved in a project recently which managed to save a client 566,337 kg/year in CO2 emissions, which is monumental.”

Dowds Group are committed to utilising digital solutions to increase process efficiencies and maintain its best-in-class service offerings.

James Dowd said: “Dowds Group are at the forefront of design which has allowed us to deliver increasingly complex design and build projects across the healthcare, pharma, education, and leisure sectors. Tools like building information modelling have allowed us to extend our design capabilities as well as create a more streamlined and collaborative design process.”

A great example is the expansion of a new pharmaceutical manufacturing plant in Northern Ireland, with an impressive new 100,000 ft2 stateof-the-art multiproduct facility. The

multi-million pound high-specification production suites have been designed with flexibility and a wide range of uses in mind, offering opportunities for clients to install bespoke technology specific to their individual needs. The project also includes complex electrical infrastructure to allow uninterrupted operation.

“Projects in the pharma sector are especially challenging because the infrastructure’s design and installation don’t only need to meet current needs, but also be fit for purpose for the next 20 years, while considering carbon goals and the industry’s future,” commented James. “We are extremely proud of this project as it showcases the exceptionally highquality work our team is capable of.”

The construction industry has faced unprecedented change in the last few years and firms have had to overcome challenges that not so long ago seemed unimaginable and Dowds is no exception.

Group Commercial Director David Porter said: “There have been many challenges over the last few years and like many companies within the sector (and beyond) Dowds has been impacted by these. An example is the global skills shortage as well as the increasing costs of materials. However, Dowds has been characterised by resilience over our long history and we have managed to mitigate these issues through reviewing our internal processes and investing in a robust and proven supply chain.”

James Dowd added: “This marks an exciting era for the construction sector as groundbreaking innovations enable us to push boundaries like never before. We have some innovative projects on the horizon, and I am proud to lead the Dowds Group, ensuring unwavering commitment to excellence for both our team and our valued clients.

Openreach

to invest more than £100 million to extend Ultrafast Full Fibre connectivity to 97% of NI homes and businesses.

Garret Kavanagh, Director at Openreach in Northern Ireland, talks about the major investment announcement, saying “the expansion will connect 97% of communities across Northern Ireland.”

Openreach, Northern Ireland’s largest broadband network provider, has announced its commitment to invest over £100 million to expand and maintain its Ultrafast Full Fibre network connecting more than 100,000 additional homes and businesses, including extending its reach into the most rural parts of Northern Ireland.

As Director of Openreach, Garret Kavanagh oversees this ambitious extension to the Full Fibre roll out.

“This year we’ve continued to build our new network and our purpose and strategy at Openreach remain the same,” Garret says. “We keep Northern Ireland connected and we’re building the next generation of digital infrastructure, already providing over 87% of properties across Northern Ireland with the ability to upgrade to Ultrafast Full Fibre. This further £100 million

investment programme will significantly extend the Openreach footprint in Northern Ireland to 97% without the need for any additional government funding, taking overall Full Fibre coverage across the region to circa 99%.” he says.

Core to this investment is Openreach’s commitment to ensuring Northern Ireland has a future-proof broadband network capable of meeting ever increasing demands.

Garret adds: “We’re very focused on our goal, because we know it will deliver the best possible outcome for our customers and help power Northern Ireland’s growth and ambition for the decades ahead. The digital future of Northern Ireland is extremely positive. We remain the most connected region in the UK, supporting inward investment, and this expansion programme will allow for a

focus on providing access to an increased number of hard-to-reach rural areas that traditionally have more limited access to a fast and reliable broadband connection.”

Openreach’s ambitious plan extension is central to Northern Ireland’s digital future and economic growth.

Garret says: “We’re delighted to be announcing this significant investment to our commercial build programme. This final push will continue to have a transformative impact seen right across Northern Ireland, with some very remote rural areas being able to access Full Fibre technology for the first time.

“This technology opens up endless opportunities. By supporting business and domestic access to the right level of connectivity regardless of location, people have improved choices on where to live and work, which will in turn accelerate a rebalancing of growth across our urban and local rural communities.

“It will also support a sustainable future with more and more people able to work flexibly leading to less congestion and lessening the other associated impacts of mass commuting on our environment.

“We’re serious about being a more responsible business, and here in Northern Ireland we already have 100 electric vehicles on the road, with many more to join the fleet this year. We’re reducing our energy consumption and waste by using goods that are from recycled sources and by partnering with our key suppliers to cut packaging and single use plastics from our supply chain. We’ve even begun our first solar panels pilot at one of our exchanges and are proud that we use 100% renewable power.”

The added investment to the Openreach build programme will mean that Openreach can continue to invest in their people.

Garret adds: “As ever, our 1,000 people are at the heart of our business. We continue to invest heavily in training and developing our existing workforce, we’ve already retrained hundreds of copperskilled engineers to work on our new Full Fibre network and we’ve made substantial progress on becoming more inclusive and diverse. We know this is a long journey for a business and industry like ours, but we’re committed to building a workplace that fully represents the communities we serve across Northern Ireland.”

Openreach is determined and leading the way to building a better, faster, and more connected future for everyone in Northern Ireland. Already well established as a core utility within communities, Ultrafast Full Fibre is enjoyed by more than 50% of people on our network here and the infrastructure is in place for many more end customers to speak to their service providers about upgrading their broadband connection.

To find out if you can upgrade to Ultrafast Full Fibre, visit www.openreach.co.uk

Breaking boundaries: redefining our thinking in cybersecurity

In today’s fast-paced digital world, cybersecurity has become one of the most pressing concerns for businesses and individuals. BT’s Lee Stephens argues traditional approaches are no longer enough and he explores how to break boundaries, leverage emerging technologies and innovative strategies to stay ahead of the ever-evolving threat landscape and protect sensitive data from cyber threats.

A CHANGING AND CHALLENGING LANDSCAPE

We are living in changing and challenging times. There’s a cost-of-living crisis, geopolitical events such as the invasion of Ukraine and the renewed conflict in the Middle East make daily headlines and –over the course of 2024 – more than half of the world’s population will head to the polls. Against this turbulent backdrop, threat actors in the cyber arena, whose numbers have swelled in recent times, are keen to exploit the situation to create further disruption and turmoil.

Away from geopolitics, cloud computing has revolutionised our technological landscape and changed the way organisations are run. Ransomware is on the rise. The advance of automation and AI is fundamentally changing the way we do things, and we need to understand the significant implications of this for cybersecurity.

The use of devices connected to the internet is growing exponentially. BT understands the enormous digital benefits this can bring, but we also recognise the need to secure and support these devices so they can add real value. A fantastic example of this is right here in Belfast where BT is among a consortium of partners working with Belfast Harbour to deliver the UK’s first 5G-enabled selfdriving electric vehicle, which is expected to be operational in 2025. The Smart Cities revolution is growing and BT is at the heart of it.

The world is changing ever faster. The ability to think into the future and ensure your organisation is fit for purpose is

Lee Stephens has spent the last 25 years working in IT, covering a variety of disciplines including research, product development, sales, operations and security.

He moved into his current role as head of security advisory services at BT in April 2020 where he heads a team of advisors based across ten different countries but who operate in many more. Together, they lead advisory conversations with customers, helping them to explore how BT can support their security strategy. On behalf of BT, Lee has spoken and presented at events and workshops throughout the UK, in the US, Europe, the Middle East, Asia and Australia. He has worked closely with and supported UK and global multi-national clients in financial services, manufacturing, government, healthcare, hospitality, retail and logistics.

critical. The pressures in the public sector are no less significant than those elsewhere and the need to innovate, be forward thinking, and serve the nation in ever better ways is there.

At BT we ask how we can deliver ourselves and our customers safely into this digital world. It is often a difficult and complex arena, but we need to embrace it.

EMERGING TECHNOLOGIES

BT’s ambition is to be the world’s most trusted connector of people, devices and machines. To achieve that, we must keep our customers’ data and services secure while exploring new technology opportunities.

Quantum computing is set to be the most exciting and transformational technology. It presents us with opportunities to look at large and complex maths problems in such areas as climate change modelling, financial forecasting and far beyond. But first, we need to create quantum secure technologies. BT is investing heavily in quantum research. We opened the world’s first commercialgrade quantum test network link between our research and development centre in Adastral Park near Ipswich and the UK Quantum Network in Cambridge, marking a milestone in our ability to test and develop quantum technologies. These

collaborations and partnerships are vital if we are to be able to operate safely in a quantum-enabled world.

We are investing heavily in industryleading AI to support our security operations and have developed an AI tool that manages the simplistic tasks of data gathering to free our analysts to investigate and explore issues that arise more deeply.

INNOVATIVE STRATEGIES

To counter the ever-evolving threat landscape we need to have innovative strategies at our disposal. When the

“The world is changing ever faster. The ability to think into the future and ensure your organisation is fit for purpose is critical.”

former ice-hockey player Wayne Gretzky was asked about the secret to his success, he famously said: “a good player goes where the puck is; a great player goes where the puck is going to be”. We need to fundamentally shift the way we operate and drive things forward. We need to understand the trajectory of where things are going to go so, we can resource and manage threats effectively.

So, what does all that mean for us? Our job is to be focused, to have diversity of thought, to bring our ideas, our authentic selves and our innovative strategies to the table.

• We should have a tolerance for failure.

• We should be willing to experiment but be disciplined and focused in our approach.

• We should work in an environment of psychological safety but be radically candid with each other.

We should be collaborative but have individual accountability.

• We should have a flat culture but with strong leadership and clear direction.

• We should dream big and deliver against our objectives to meet the challenge of securing our fast-changing world.

Energy Ally

Former Green Party MLA Steven Agnew has been in the driving seat of RenewableNI since 2019, uniting renewable electricity businesses to shape policy, overcome challenges, and capitalise on opportunity. He talks with Emma Deighan.

RenewableNI serves as a bedrock in Northern Ireland’s pursuit of sustainable energy. Its support for commercial and utility renewable electricity businesses is vital for achieving net zero targets and transitioning us away from fossil fuel electricity. Its membership encompasses names from offshore windfarm leaders to lawyers involved in the business of renewable electricity.

“Our members are generally names in wind, solar and battery storage, onshore and offshore, big and small, so if you’re involved in renewable electricity we want you to be involved,” Steven begins.

Energia and ABO Wind are among RenewableNI’s larger members, but the membership base encompasses all scales.

“When I took up my role as director in 2019, we had 40 active members. That’s increased to 60 in that time – and that is even with an introduced membership fee – and I think that is because members see the value. We were formerly an addon offer for members of our parent companies RenewableUK and Wind Energy Ireland. Now we have members in our own right. This has allowed us to grow the team and the service we provide.

Steven and his team’s role is advocating for renewable electricity businesses and steering policies to propel the region towards the ambitious goal of zero carbon emissions from electricity by 2035. “Our voice is to achieve these goals, formulate policy, and lobby on behalf of the renewable electricity sector,” he says.

The industry faces significant challenges however. It operates in the aftermath of a prolonged governmental hiatus, which resulted in a policy void and a decline in investment due to the absence of support schemes. Yet, there are promising developments on the horizon, poised to address these issues in the coming years. Additionally, RenewableNI contends with a

competitive disadvantage compared to Great Britain and the south.

Steven explains: “As an industry we’ve a track record of delivery. We averaged 46% renewable electricity by 2023 and most of the things that contributed to that were built in the 2010s but since then we’ve seen the drop off of investment and whilst policy evolved elsewhere, it went off a cliff here. For example, there were only three windfarms connected here this decade.

“We’re at a competitive disadvantage. The markets in GB and ROI make us not as attractive and that’s because we have no support scheme. But the good news is a new scheme announced recently should help but we won’t likely see that come into action until 2026.”

He references the publication of the new renewable electricity support scheme for Northern Ireland by the Department for the Economy (DfE) as a measure that will attract investment.

“There is a massive pipeline of renewable projects just waiting on the right policy signals to hit go. Got right and delivered timely, this could be the intervention that is needed.

“Northern Ireland has gone from leading to lagging behind. There has been only 86MW of new connection in the last decade, compared to 400MW in 2016

“Our voice is to achieve these goals, formulate policy, and lobby on behalf of the renewable electricity sector.”

when there last was a support scheme.

“We are in the unique position to use examples from neighbouring support schemes, such as the GB Contracts for Difference and ROI Renewable Energy Support Scheme to our benefit. While in recent years this meant investment has been diverted away from NI, it now is a positive opportunity to learn from what has and hasn’t worked.”

He says the support scheme will de-risk investment and result in lower prices, adding: “It offers a guaranteed price, which appeals to investors and users alike. Generators compete in an auction to deliver at the lowest price, ensuring stability for 15 years. This safeguards consumers during price spikes and provides security for generators in times of slumps. It’s a mutually beneficial arrangement, offering dual protection.

“The sooner the scheme gets up and running, the better and we will see a sustainable boom, we will see NI become an attractive place to invest.”

It’s not the only hurdle NI faces in coming up to par with the neighbours. Slower planning processes act as a hindrance — another area RenewableNI is challenging. “In Northern Ireland, wind farm planning typically takes about three years, which contrasts unfavourably with other regions, such as the Republic of Ireland, where it can be completed in 18 months. To reach our target of 80% electricity coming from renewables by 2030, efficient planning processes are imperative. We advocate for prioritisation of green infrastructure projects, renewable energy, and grid development.”

He adds: “We hear a lot about a climate emergency but we’ve yet to

witness significant emergency measures.” His hopes are that such projects could be turned around in one year.

The conversation shifts to offshore wind projects, an area of huge potential for Northern Ireland’s renewable landscape. This will mean the need for a robust supply chain and skill development initiatives. Envisioning a future where renewable energy projects catalyse job creation. Steven says: “Offshore wind presents immense potential. We’re collaborating with stakeholders to ensure a seamless transition.”

RenewableNI’s recent supply chain and skills seminar, hosted this month, focused specifically on that aspect. “We are working with the DfE Green Skills Group to assess the needs and determine necessary courses,” Steven says.

Regarding offshore projects, he reports that the DfE has set a target of one gigawatt (GW) from offshore sources. To contextualise this, he explains that currently, the wind farm capacity (all onshore) stands at 1.4 GW, indicating the need to double it.

Currently there are two projects identifying suitable offshore sites in the pipeline. This will be dependent on obtaining leases from the Crown Estate and grid connection readiness.

There are many challenges for the organisation, but it’s nothing Steven and his team aren’t ready for.

With four members of staff, including a new policy analyst due to join in July, their goal is to make sure policy supports our net zero timelines.

RenewableNI will also host another annual Smart Energy Conference, which, last year, attracted 250 attendees from across the renewable industry.

“We’re trying to make sure there is access for everyone this year. Last year, we welcomed attendees across the renewable industry from key stakeholders to governments, policy makers and MLAs, and we’re opening it up to anyone with an interest in the area. I think ambition is only going to increase and we are there to support that.”

BANK OF IRELAND

Bank of Ireland is launching a region-wide series of free fraud awareness events as part of its commitment to safeguarding the financial wellbeing of its customers and the wider community.

The six events are planned in Bangor, Newry, Omagh, Coleraine, Magherafelt and Lurgan,  with further sessions in the pipeline, to ensure customers and consumers in every county across Northern Ireland have an opportunity to attend.

Launching the new series, Gail Goldie, CEO, Bank of Ireland UK said: “Financial crime can take on many different forms, from fraudulent texts, emails and calls through to romance, impersonation and purchase-based scams – all with the common goal of taking consumers, money.

“In financial services, we are on the front line in defending customers, and wider society, from fraudulent attempts and at Bank of Ireland, we invest significantly in our fraud and financial crime operations to equip our people with the resources and support to protect customers, ensuring that when customers are targeted by a fraudster they know they can talk to us, and not a bot, 24 hours a day, 365 days of the year.

“Through this series of fraud awareness events we want to make consumers more aware of the various types of fraud, what to do if they are ever a victim of fraud, and how we are investing in fraud detection and prevention to protect them from financial criminals.

“Our message to all consumers is clear – Stop, Think, Check. If something sounds too good to be true, it is. Be suspicious and keep your guard up.”

The initiative is one element of the Bank’s comprehensive consumer fraud awareness programme which is designed to educate and inform consumers about fraud and how they can protect their finances and personal information from fraudsters.

Across Bank of Ireland there are over 200 colleagues working solely on fraud prevention, protection and the detection of financial crime.  The Bank also provides 24/7 phone access where customers who are worried about, or who have been impacted by, fraud or financial crime can speak directly to a Bank of Ireland fraud team member.

In addition to providing immediate support to consumers, Bank of Ireland has partnered with Victim Support NI, recognising that the harm caused by fraudsters often goes beyond the immediate financial impacts.

CUTTING EDGE SCANNERS AT DUBLIN AIRPORT

This summer, Dublin Airport’s passengers have the choice of more than 2,600 flights per week to hundreds of destinations all around the world.

Almost half of the weekly flights on offer over the coming months (1,400) will be to 125 cities and summer holiday hotspots around Europe.

For those seeking fun and adventure further afield, Dublin Airport is offering convenient direct access to the USA with over 210 weekly flights to cities including Boston, Chicago, Seattle, New York, and Los Angeles – as well as Denver – a brand new US destination for 2024.

Many passengers flying this summer can look forward to using Dublin Airport’s new and improved scanners at security screening, which are being rolled out across the airport’s two terminals.

Around one third of the airport’s 30+ existing X-ray scanners have already been replaced by new cutting edge C3 scanners, with the airport on track to have replaced all scanners in both of its terminals by October 2025, ahead of the regulatory deadline of 31 December 2025.

The new C3 scanners are best in class when it comes to detection standards and also passenger experience, allowing passengers to leave all liquids and laptops inside their cabin bags with the systems working like CT scanners in hospitals to generate 3D images of bags. www.dublinairport.com

EUROPA HOTEL UNVEILS EVENTS & CONFERENCING UPGRADES AS PART OF £15M INVESTMENT

Hastings Hotels has unveiled a major upgrade to the Europa Hotel’s events and conferencing facilities following the completion of a £15 million renewal project over a period of five years.

The extensive renovation programme encompasses upgrades to all 272 guest bedrooms, the Lobby Bar, Piano Restaurant, the meeting rooms on the second floor and a remodelling of the popular event space, the Penthouse on the 12th floor.

From business meetings, small-scale seminars, conferences and gala dinners, the Europa Hotel sets the standard for business events and has the perfect event space for every occasion. The brand-new Europa Business Centre complete with seven meeting rooms, located on the second floor has undergone a comprehensive modernisation and technological upgrade.

Recognising the importance of the latest amenities, the rooms have been fitted with state-of-the-art technology, including upgraded LED touchscreens TVs and enhanced acoustics for optimal functionality.

Furthermore, the traditional receptionist concept has been replaced with automated systems, ensuring guests experience a seamless and efficient process upon arrival. The Rotunda has become a central hub that provides stunning views of Belfast and serves as a versatile space for business activities, relaxation, and networking, complete with a convenient coffee dock for guests to unwind and recharge and have informal discussions.

Each aspect of the renovation was carefully curated to seamlessly blend contemporary design with the hotel’s iconic charm. From meticulously restored architectural features to thoughtfully selected furnishings and décor, every detail reflects a commitment to honouring the hotel’s storied past while embracing its bright future. As a result, guests can expect an elevated experience that pays

homage to the Europa’s illustrious legacy while offering all the modern comforts and amenities expected of a world- class hotel.

What’s more, the Europa Hotel is passionate about food and delegates can look forward to an exciting choice of menus boasting the very best of local produce.

For further information contact Lyndsey Monaghan, Events Manager of the Europa Hotel on 028 9067 6048, email conf@eur.hastingshotels.com or go to www.europahotelbelfast.com/business

Emma Murray, Managing Director of The Formula; Sasha Jeffrey, Director of PR & Events and Valerie Ludlow, Chief Executive of ASG.

Creative Evolution

Since its inception over four decades ago, Belfast marketing agency ASG has experienced something of an evolution – an organic one influenced by the changing face of the industry, Chief Executive Valerie Ludlow, Deputy CEO Emma Murray and Director of PR & Events Sasha Jeffrey tell Emma Deighan.

ASG has gone from a one-man start-up to a dynamic force in the PR, advertising, and events sector. Founded by Colin Anderson, its roadmap today is characterised by adaptability and innovation, prompted by shifting industry landscapes and business challenges.

“ASG, if we go right back to the beginning, is more than 40 years old,” recounts Valerie Ludlow, CEO. “It started with Colin Anderson, who left an established agency to found ASG. Over time, it has grown and evolved to meet the changing needs of our clients and their communications.”

Valerie adds: “He was initially dedicated to advertising, broadcast and press but media and audiences have changed so much over those years.”

Valerie joined the company 14 years ago – as did Emma Murray, deputy CEO and managing director of sister company The Formula: they joined board in 2017 and 2018 respectively.

Emma says: “We worked our way up and our hard work and commitment to the business values were rewarded with our appointment to the board.

“The last four years have presented us with leadership and service challenges we could never have imagined – and not only did we survive, but we were also determined to create a new resilience for our agency, no matter what the demand.

“We are now working to evolve the business model to safeguard the agency for the next 40 years which means transitioning from a traditional agency model, into a business that can navigate new sectoral challenges, business needs and solve communication issues by creating marketing ideas and experiences people want to be a part of.”

Sasha Jeffrey – who joined ASG in 1996 before taking on the role of Director of PR & Events in August 2022 and joining the Board in 2023 – elaborates on that vision, emphasising the shift towards a more tailored approach to meet the evolving business and marketing needs of clients.

“Our bread-and-butter services initially revolved around PR and advertising campaigns and recruitment advertising,” she says.

“In light of evolving market dynamics and the post-Covid/post-digital landscape, audience needs have undergone significant shifts. Attention spans are shorter, distractions abound, and the channels available for reaching audiences have become increasingly fragmented.

“After the lockdown, we reviewed our business model critically to understand what was adding value, where future growth opportunities existed and what services had a limited shelf-life based on industry trends and client needs.”

Valerie continues: “We then wrote the business plan for change – focusing new investment and growth into two key areas – developing and delivering signature events across Northern Ireland and launching a bespoke employer marketing agency that would address the challenges being presented to businesses across the UK and Ireland with the emergence of a candidate-led recruitment landscape.

“Change is never painless, and we have spent the last 18-months honing our offering and diversifying our skills offerings to include research, insight, and internal communications support.”

The Formula, the sister company of ASG, was born last summer, elevating its original recruitment media service –offering traditional design and placement of recruitment advertisements – to a specialist employer marketing agency that can advise on employer branding, employee research, diversity and inclusion strategies, and internal communications, alongside specialist recruitment media consultancy.

“Investment in this new business has created new jobs and we’ve commissioned proprietary research that provides more accurate employee attitudes and behaviour data for Northern Ireland employers.”

Emma explains: “The Formula empowers employers across the United Kingdom and the Republic of Ireland with the tools for success in today’s competitive recruitment landscape.

“A lot of employers simply don’t have the time needed for effective recruitment which regularly results in poor messaging and, unfortunately, unsuccessful and costly campaigns and recruiter fees.

“The Formula aims to revolutionise the employer’s approach to employee recruitment and retention by partnering with HR and marketing professionals within a client’s business to develop

“ASG, if we go right back to the beginning, is more than 40 years old,” recounts Valerie Ludlow, CEO. “It started with Colin Anderson, who left an established agency to found ASG. Over time, it has grown and evolved to meet the changing needs of our clients and their communications.”

bespoke employer marketing strategies that focus on reducing staff turnover, lowering the cost per hire, and optimising every stage of an organisation’s recruitment lifecycle. All backed with 40 years of experience, learning and proprietary data,” she adds.

Sasha discusses the company’s amplification into the events sphere too. Already seasoned organisers and hosts for client events, ASG now runs its own industry-focused occasions that have gained popularity in the business world.

“Events have emerged as a key area of growth post-Covid,” she says. “Last year we organised the first-ever Northern Ireland Motor Industry Awards and in 2024 we have already delivered events that launched a new national research project, welcomed global beauty expert and business owner Liz Earle to talk all things menopause and hosted branding expert for Apple, Nike and Peloton, Bryan Adams to share his secrets with NI businesses.

Sasha adds: “During Covid, we were starved of events and people realised they needed more than outdoor campaigns and now we’re creating bigger experiences around that.

“Events, attractions and occasions are a moment of excitement and whilst we’re doing it for clients, under our PR operation for the likes of Peroni (ASG arranged the logistics to bring a Formula 1 car to St

Anne’s Square for a promotional event), we spotted the opportunity for events that we could create outright.”

“These events show the investment we’ve made in this part of the business. When we look back, Covid tested our business model, it was a day-by-day battle, we’re a small business with 30 people and there were a lot of stressors during that time.

“Coming out of the pandemic we knew things had to change if we wanted to be bigger and better than ever – and our research showed that events and recruitment post-Covid were growth sectors.

Valerie outlines how ASG owes a great deal of its success to the talented people it’s recruited over the years.

“The strength of ASG lies in the diversity and creativity of our team. Their contributions have been pivotal in enhancing our creative thinking and problem-solving capabilities. It’s their ability to tackle complex challenges and drive innovation that has been essential in shaping our competitive edge and sustaining our growth in a rapidly evolving market.”

ASG’s longevity in the local marketing has centred on its versatility to creatively service a wide array of clients across multiple sectors, including retail, public services, and healthcare.

“We are privileged to work with esteemed clients such as Richmond Marketing, safefood, AbbeyAutoline, M&S, and Moray Council to name but a few. Our partnerships are built on trust and collaboration, and we take pride in delivering tailored solutions that meet their specific needs,” Valerie adds.

“This diversity not only showcases ASG’s ability to adapt and respond to different market demands but also enhances its expertise in delivering specialised PR, events and advertising solutions that cater to the unique challenges of each sector.”

Looking ahead, ASG remains focused on maintaining its position as a leader in the PR, advertising and events industry, amidst changing dynamics and trends, while carving out a new industry for employer marketing and establishing The Formula as a leading light within the movement.

“Our industry is evolving rapidly, and we are committed to staying ahead of the curve,” Valerie says.

“We will continue to deliver exceptional results for our clients – while always keeping an eye to the horizon and seeking to innovate what is possible for marketing (whatever form it takes).”

NURTURING A SUSTAINABLE BUSINESS ECOSYSTEM: THE POWER OF SKILLS DEVELOPMENT

In a world where sustainability and social consciousness are increasingly valued, businesses across Northern Ireland are recognising the need to adapt. Yet, a recent report from The Open University (OU) unveils a critical barrier hindering progress: the lack of essential skills. This obstacle not only affects the ability of businesses to realise their sustainability goals but also impacts existing staff, as revealed by the Business Barometer 2023 report, which highlights that 68% of organisations in Northern Ireland face skills shortages.

The role of ESG

The repercussions of recruitment difficulties and skills shortages are deeply felt, with 70% of organisations reporting increased workloads on existing staff, reduced output, and decreased morale and wellbeing. However, amidst these challenges lies an opportunity for a holistic approach to business sustainability, one that encompasses environmental, social, and governance (ESG) aspects.

ESG strategies are increasingly recognised as essential for future business success. ESG is pivotal in enabling businesses to make a positive impact on the planet, communities, and employee wellbeing. Failure to incorporate ESG goals into core business operations can lead to reputational risks, as highlighted by the 77% of respondents in the OU’s report – Educate, Measure, Speak up: How businesses can get ahead with ESG – who recognise the direct impact of ESG

factors on their organisation’s brand and reputation.

Bridging the skills gap

Addressing the ESG skills gap is critical. The demand for ESG expertise is growing, yet 80% of businesses acknowledge that they lack the necessary skills. To bridge this gap, organisations can offer on-thejob sustainability training and upskilling to their employees. The OU recommends

accessible learning opportunities such as the free OpenLearn course on Promoting Sustainability in Business and a more in-depth microcredential on Climate Change available through The OU. Moreover, human resources or people services departments play a vital role in advancing ESG initiatives within businesses. A sustainability skills audit can identify existing skills and areas for development. Integrating ESG considerations into recruitment, appraisal, induction processes, and organisational policies ensures alignment with sustainability goals.

The role of collaboration

Amidst these efforts, Manufacturing NI and The Open University in Ireland have announced the launch of an accessible free online learning platform, the Manufacturing NI Learning Hub. Hosted on OpenLearn, the platform offers a comprehensive collection of high-quality courses and resources focused on key skills within the manufacturing industry in Northern Ireland. This initiative is designed to address the evolving needs of the manufacturing sector, offering a flexible and inclusive learning experience accessible to anyone with an internet connection.

Maureen Fox, business relationship manager, The Open University in Ireland, explained: “The collaboration between The Open University and Manufacturing NI represents a formidable force in shaping the future of education and skills development in Northern Ireland. As the manufacturing industry continues to grow and transform, the Manufacturing NI Learning Hub is poised to bridge the gap between industry needs and workforce aspirations, facilitating career growth and creating a more competitive and resilient economy.

“Nurturing a sustainable business ecosystem in Northern Ireland requires a concerted effort to address the skills gap and embrace ESG principles. Through collaboration, innovation, and continuous learning, businesses can pave the way for a brighter, more sustainable future. By taking these steps, businesses not only secure their own long-term viability but also make a positive contribution to the economic, social, and environmental wellbeing of Northern Ireland and its communities.”

Get in touch

If you’d like to explore how the OU can help with upskilling your teams, and future-proofing your business, please contact Maureen Fox, our Business Relationship Manager for Ireland. E: maureen.fox@open.ac.uk

Maureen Fox, Business Relationship Manager, The Open University in Ireland.

SSE Acquires 100MW Battery Storage

Construction of 100MW / 200MWh battery system could begin next year and be operational by end 2026.

Low carbon energy company SSE has acquired a fully consented 100MW / 200MWh battery storage project near Dungannon, County Tyrone from Heron Energy, part of the leading construction, property development and manufacturing entity, Heron Group.

The acquisition has been made through SSE’s renewable energy business SSE Renewables, a leading developer and operator of green energy generation in Northern Ireland.

At an installed capacity of 100MW / 200MWh, the Derrymeen battery energy

storage system (BESS) would be the largest installed battery storage facility in Northern Ireland if delivered. Subject to a final investment decision by SSE Renewables, the shovel-ready project will be constructed on a greenfield site located outside Coalisland, around five

miles from Dungannon.

The Derrymeen BESS would be capable of storing up to 200MWh of energy for flexible dispatch when needed for use by Northern Ireland homes and businesses at times of peak demand. When called upon, the system would be capable of providing back-up energy to the equivalent of over 135,000 homes in Northern Ireland for up to two hours at a time.

The Derrymeen project is SSE Renewables’ first battery storage

development in Northern Ireland. It would deliver significant economic and job creation benefits to County Tyrone and Northern Ireland during construction. If approved for final delivery, construction could commence on the project early next year and be operational by the end of 2026, providing a welcome boost to the local economy.

Mark Ennis, chairperson of SSE plc in Ireland, said at the announcement:

“With the return of the Stormont Executive, there is no better time for SSE to be making its first investment in a battery storage project in Northern Ireland. The delivery of the Derrymeen battery project would make an important contribution to SSE plc’s overall Net Zero Acceleration Programme, our fully funded five-year investment plan which will see SSE Renewables investing over £7bn to 2027, or almost £4m a day on average, to deliver the low carbon energy infrastructure that will support the UK and Ireland’s transition to net zero, including new battery storage technology.”

Battery storage technology plays a key role in unlocking the path to net zero because of its ability to hold and release energy when most needed. Batteries work by storing energy when output from natural sources such as wind is high, and then releasing it as required at times of peak energy demand. They are fast responding and will play an increasingly important role in Northern Ireland’s energy mix as more carbon-based generation in the region is phased out and further replaced by more renewables.

Daniel Barnes, head of solar and battery development (Ireland), SSE Renewables, said:

“This acquisition further demonstrates SSE Renewables’ aim to lead the way in the transition to net zero, as we build out vital battery energy storage systems that will be capable of making the grid more resilient, while maximising the opportunity to harness surplus renewable energy generated from onshore wind and solar generation in Northern Ireland for use at times when the wind doesn’t blow and the sun doesn’t shine. We look forward to working with policy and

regulatory authorities in Northern Ireland to ensure much-needed energy storage solutions can be delivered in the region and operate effectively within the framework of the all-island single energy market.”

The project secured planning consent from Mid Ulster District Council in 2023. The energy storage site will connect to Northern Ireland’s electricity grid via an underground cable to the existing nearby Tamnamore substation.

Damien O’Callaghan, managing director, Heron Group, said:

“At the heart of our vision and values lies a commitment to sustainability and responsible business practices. Embracing renewable technology through Heron Energy underpins this dedication, and is aligned with our overarching environmental, social, and governance (ESG) Vision 2030 strategy. This is the first of a large number of developments currently underway and by harnessing the power of renewables, we will not only reduce our carbon footprint but also contribute to a brighter, cleaner future for generations to come. These projects are only viable due to the forward thinking by SONI and local councils such as Mid Ulster District Council in allowing investment in grid infrastructure to safeguard power users in the area.”

Suzanne Wylie, Chief Executive, Northern Ireland Chamber of Commerce and Industry (NI Chamber) added:

“This deal marks a significant milestone between two leading businesses with a very strong footprint across Northern Ireland. The investment is timely, as NI businesses continue to reiterate the need to deliver a strong energy infrastructure which supports their sustainability targets. When complete, the Derrymeen project will play a significant role in delivering the region’s green growth potential and be an enabler of the low carbon economy of the future.”

In addition to Derrymeen, SSE Renewables is currently developing an 80MW battery project at Tawnaghamore, County Mayo, and a 100MW battery at Tarbert, County Kerry. In Great Britain, the company has brought its first battery asset into operations at Salisbury. It is also constructing a 150MW battery project in Ferrybridge, West Yorkshire (due to complete in the first half of next year), a second 150MW project at Fiddlers Ferry, and a 320MW battery project in Monk Fryston, North Yorkshire.

Advisers on the transaction were Grant Thornton (corporate finance) and Tughans (legal) for Heron Energy, and A&L Goodbody Northern Ireland for SSE Renewables (legal).

Driving Innovation in Finance & Tech

Professor Daniel Broby, Chair in Financial Technology at Ulster University Business School, discusses the value of FinTech degree apprenticeships and their role in the development of FinTech as a priority sector in NI.

In NI’s dynamic financial landscape, theory alone is no longer adequate for success. The convergence of finance and technology has reshaped employment requirements for graduates. This in turn has necessitated Ulster University Business School (UUBS) to rethink its curriculum, shifting its focus towards delivering a blend of traditional financial expertise, combined with the requisite technological skills for the workplace.

FinTech is of significant importance to the local financial services sector. It is a global phenomena, and is evolving at rapid pace. Technology and data capabilities are driving innovation at scale and the rise of the sector is enhancing the standing of the UK’s financial services. As technology continues to advance and the global economic landscape shifts, it’s important for NI to stay competitive. The sector holds great significance in securing NI’s future and its sustainable economic growth. Skilled employment and improved productivity, as well as maintaining a position as a leader in the global digital economy, are key components in this endeavour.

As part of NI’s 10X economic vision, the region has been working to support the development of the local FinTech industry. In recent years, the government has introduced a number of initiatives and programmes designed to attract FinTech companies and nurture industry growth. This has included providing funding and support to startups, as well as promoting the region as a hub for FinTech innovation.

Recent advancements in technology have unlocked several new employment opportunities across the region, including big data analysis, cloud computing, artificial intelligence, blockchain, and cryptocurrencies, among others.

Recognising this shift, UUBS has spearheaded the integration of coding and big data analytics into the curriculum which is reflected in the BSc (Hons) Financial Technology degree apprenticeship. This apprenticeship provides a pathway for individuals to pursue a degree while at the same time gaining practical experience in a relevant organisation, helping distinguish our graduates not only within the local sphere but on a global scale too. At a more advanced and specialist level, UUBS offers Masters-level apprenticeships in FinTech management.

Degree-level apprenticeships enable students to earn while they learn, obtain

professional qualifications without incurring tuition fees, and access enhanced career prospects. Our forwardthinking curriculum has equipped our degree apprentices with a unique skill set, positioning learners at the forefront of financial innovation. By combining finance and technology, these programmes produce graduates capable of navigating the complexities of digital financial markets.

Employers also gain numerous benefits from degree apprenticeships including opportunities to attract and retain talent, create opportunities to support career progression, and improve diversity and social mobility. Many of our undergraduate and postgraduate apprenticeships are fully or partly funded by the Department for the Economy making them a highly cost-effective way to address critical skills shortages.

Our curriculum in FinTech is designed in collaboration with industry experts, ensuring alignment with current market demands. Through industry knowledge, we integrate cutting-edge topics such as blockchain technology, Python programming, and financial regulations into our modules, offering a curriculum that goes beyond the norm.

Practical learning is a cornerstone of our approach. Degree apprenticeships provide learners with invaluable work experience alongside their academic studies. Our focus on financial technology enables them to specialise in areas such as financial analytics and digital banking, opening up diverse career pathways. Notably, many of our apprentices are employed with industry leaders such as FinTru, Funds-Axis, Citi Group, and Kainos – underscoring the relevance of our programmes to real-world needs.

Furthermore, our faculty’s extensive industry experience enriches the learning experience, offering insights into investment banking, accounting and consulting. The interdisciplinary nature of our programmes broaden students’ horizons, preparing them for the challenges of the digital age.

FinTech is the future for NI’s financial sector and the degree apprenticeship offering at UUBS including the BSc (Hons) Financial Technology and MSc FinTech Management are some of the best ways for young aspiring professionals to get on the career ladder.

UUBS’s focus on blending finance with technology offers a transformative educational experience that equips graduates with the skills and knowledge

“Recognising this shift, UUBS has spearheaded the integration of coding and big data analytics into the curriculum which is reflected in the BSc (Hons) Financial Technology degree apprenticeship. This apprenticeship provides a pathway for individuals to pursue a degree while at the same time gaining practical experience in a relevant organisation, helping distinguish our graduates not only within the local sphere but on a global scale, too.”

needed to thrive in today’s rapidly evolving financial landscape. By staying ahead of industry trends and fostering practical learning opportunities, our students are well-prepared for the opportunities and challenges that lie ahead.

To find out more about FinTech degree apprenticeships, contact UUBS’s Business Engagement Team at: engage@ulster. ac.uk

NI Chamber provides members with the opportunity to target individuals from the NI business community via a dedicated eshot service.

Fane Valley Support Malawi Farming Families

In 2017, Fane Valley first engaged in a charity partnership to support the Mulanje Mission Hospital (MMH) in rural southern Malawi. The aim of the partnership was to support the people of this disadvantaged area, to deliver sustainable improvements to their lives through initiatives focussed on health, education and the adoption of sustainable farming practices.

Since then, Fane Valley has contributed over £200,000 to support a range of projects including the construction of new classrooms and toilets; construction of solar irrigation systems for the development of agricultural land; the drilling of a borehole and the delivery of a life-saving project to combat the impact of malaria.

Over the next two years it is set to contribute a further £100,000 to aid the construction of more solar powered irrigation systems for agricultural land which have proved particularly successful for farming families in the region.

Following previous visits by Fane Valley in 2017 and 2018, in April 2023, FV Vice-Chairperson John Best and Group

Sustainability Director Ronan McCanny visited the teams on the ground in Malawi to get a first-hand update on progress of the programmes that it has directly funded.

John Best, who was returning to Malawi for his second visit, was accompanied by Ronan McCanny on a trip to Mulanje Mission Hospital, now under the

leadership of new Medical Director Dr Arie Glass. Arie took over from his predecessor Dr Ruth Shakespeare on her retirement in 2018. He has continued to build on the very solid foundations established by Ruth and under his leadership, the development of medical services has gathered pace.

John and Ronan also visited the Fane Valley funded Bololo irrigation scheme,

which was the first site to be developed using Fane Valley funding. This site became operational in 2018 with 34 farmers connected to the irrigation pipework. The scheme has been so well received and beneficial to the community that by 2023, the network has been expanded to supply 77 farmers. John and Ronan were able to see for themselves

the impact of the scheme. Despite some trepidation about moving away from the traditional crop of maize and the fear of failure with growing unfamiliar crops, they found that farmers had started to vary their crops, with tomatoes being a popular choice as a cash crop. Farmers indicated that they had been able to fund school fees for their children and purchase motorbikes to improve their mobility.

John Best, Fane Valley vice-chairperson, remarked: “When I last visited Bololo in 2018, the scheme was not yet operational. The fact that the scheme is now up and running and that it has more than doubled in size in five years size proves how valuable it is to the community here.”

The team also visited the Fane Valley funded Sikoya irrigation scheme. The project infrastructure consists of a solar-powered pump pumping water from a borehole to a concrete reservoir which in turn gravity feeds a pipe network irrigating 13 hectares of farmland, supporting 60 farmers. The scheme has been a huge success with villagers indicating that the project has transformed their ability to produce food to feed their families.

Ronan McCanny, Fane Valley group sustainability director, remarked: “The stark reality talking to the villagers is that these people were struggling with

starvation. A crop failure because of a lack of rain means these people do not have enough food to feed their families. The irrigation schemes have lifted these villagers out of starvation. They can now grow multiple crops in a year and their yields have improved. These projects really have been transformative.”

During their visit last year, John and Ronan also met with the local leaders from the Luwanje village who presented the case for a new solar irrigation system to support their village and farming families. The Fane Valley Board approved funding to support the project and work began thereafter.

Following the successful completion of the Luwanje irrigation project in April 2024, the team on the ground is planning ahead and has identified two potential sites at Nachiwale and Tambala for the next Fane Valley irrigation project.

John and Ronan visited the Thandizani Resource Centre which was used as a training centre for several education initiatives including the Sustainable Livelihoods (SL) Programme to which Fane Valley contributed funding. The SL Programme is designed to educate lead farmers, para-vets and cookstove engineers who would take their skills and knowledge back to their villages and develop projects from within their own communities.

The Thandizani Centre was also used to deliver the Orphan & Vulnerable Children (OVC) Programme, focussing on the many hundreds of orphans and young mothers in the immediate area. Education programmes being delivered to young people include vocational training in welding, carpentry, and tailoring. These programmes are designed to empower young people and give them a chance to grasp opportunities in life.

John and Ronan also witnessed firsthand how healthcare services have been expanded at MMH to include paediatric clinics, eye clinics and dental clinics. The hospital now has an increased medical team of 5 doctors, including 2 local Malawian doctors providing primary healthcare, inpatient treatment, outpatient clinics, palliative care, and rehabilitation services to a catchment area of approximately one hundred thousand people from the surrounding villages.

Ronan McCanny concluded: “Fane Valley is encouraged and committed to supporting future projects and working together with MMH to make a real difference to the lives of the farmers and their families in the Mulanje district. Since 2017, we are extremely proud of our contribution in developing sustainable infrastructure and farming practices in Africa.”

MMazda’s Biggest SUV Yet

The new seven-seat CX-80 makes the Japanese brand a bit more posh, writes James Stinson.

azda has spent the last decade or so slowly moving the brand upmarket. It was always a bit left field, even among Japanese car makers, eschewing mass market popularity for cars based on engineering excellence.

That drive for prestige brand recognition is most apparent in the number of new SUV-type models that have joined the range.

First, there was the small CX-5 crossover. The CX-60 mid-sized SUV launched in 2022 and now we’ve got this, the CX-80, Mazda’s biggest and most expensive car to go on sale in the UK.

In looks, build and finish, it’s really just a bigger version of the already excellent CX-60. It’s 25 cm longer in fact, with the extra space found between the two sets of wheels. However, with an identical width to the CX-60, the CX-80 retains familiar styling and nose-on profile of its smaller sibling.

It’s a proper seven-seater, too, with even the rear-most chairs offering generous levels of head - and legroom. Interestingly, Mazda is also offering a six-seat version, where you can spec two captain style chairs in the middle row, separated either by a generous armrest or walk-through space.

The CX-80 features the same powertrains as the smaller CX-60: a diesel and a company car friendly plug-in petrol hybrid. The diesel CX80’s 3.3-litre straight-six engine is equipped with a 48-volt mild-hybrid system. A small 17bhp electric motor assists the engine when pulling away from a standstill and at low revs to boost efficiency. With 251bhp and 550Nm of torque on tap, 0-62 mph takes 8.4 seconds.

The plug-in hybrid Mazda CX-80 swaps the in-line six for a 2.5-litre four-cylinder petrol engine, but it works together with a much more powerful 173bhp electric motor that’s fed by a 17.8kWh lithium-ion battery.

Total power output for the CX-80 PHEV is 323bhp and there’s 500Nm of torque, with the e-motor providing a big chunk of that torque and able to do so instantaneously. This allows the two-tonne SUV to do 0-62 mph in 6.8 seconds. Across both powertrain options, the Mazda CX-80 is exclusively matched to all-wheel drive.

To make its latest diesel engine as clean and efficient as possible, Mazda developed a clever new technology called DCPCI (distributioncontrolled partially premixed compression ignition), that uses a unique egg-shaped combustion chamber to deliver cleaner fuel combustion. It also added a 48-volt mild-hybrid system and as a result, the brand says the diesel CX-80 can return up to 49.5 mpg.

Meanwhile, the CX-80 PHEV can officially return up to 176.5 mpg and has a pure-electric range of 37 miles from a single charge of its 17.8kWh battery. Fully recharging the battery using a typical 7kW home wallbox should take about two and a half hours.

There’s 258 litres of boot space available with all the CX-80’s seats in place. That grows to 687 litres when the rearmost seats are folded flat – a process which is quick and simple to do by pulling straps on the backs of both seats.

The CX-80 also boasts an impressive 2,500 kg maximum towing capacity, which applies to both diesel and plug-in hybrid models. The car also features a Trailer Hitch View for its camera system to make it easy for the driver to attach a trailer when they’re on their own, while a dedicated towing drive mode adjusts for the additional weight of a trailer and optimises the AWD system to improve straight line stability.

Offered in the UK across five highly specified grades: Exclusive-Line, Homura, Takumi, Homura Plus and Takumi Plus, with option packs to allow customers to tailor their seat layouts and equipment, full pricing and UK specification of the Mazda CX-80 will be announced later, but prices will start from £48,920 with across the range a price walk of around £3,500 from an equivalent Mazda CX-60.

Take it to the D-Max

Can you make an all-electric pick-up truck? “Yes, we can,” shout the engineers at Isuzu after showing o a battery-powered version of its big selling D-Max pick-up at the recent Bangkok Motor Show.

The D-Max BEV boasts a 1-tonne payload, 3.5-tonne towing capacity, and a full-time 4WD system with newly developed e-axles in the front and rear. With a lithium-ion battery capacity of 66.9kWh and a maximum output of 130kW, Isuzu says the electric D-Max delivers impressive power and instant torque, with a linear acceleration feel characteristic of BEVs. Max speed is 81 mph. The company plans to launch the D-Max BEV in select mainland European markets in 2025 and in the UK shortly after.

News of the D-Max BEV comes as Isuzu posts best-ever sales figures for the D-Max pick-up in the UK. Up against the Ford Ranger, Toyota Hilux and VW Amarok, sales of the D-Max were 45% higher in 2023 with Isuzu achieving a notable 5% increase in market share.

The D-Max range consists of single-cab, extended-cab and double-cab variants. The range is divided into 'Business, from £25,014, 'All-purpose and 'Adventure. You’ll find them on farms, in forests, up mountains and on building sites. Equally, there’s a growing leisure / adventure market for people who spend their weekends speedboating or doing a bit of serious off-roading.

The further up the range, the more dignified and luxurious the experience is. For example, the best-selling ‘Adventure V-Cross variant, from £35,514 plus VAT, comes with neat styling touches including 'gunmetal' trim on the grille and door mirrors, as well as 18-inch alloys, side steps and a 9-inch

touchscreen with an eight-speaker sound system. There are things like Apple CarPlay and Android Auto, and Isofix points in the rear so you can use it as a proper family car.

On the road, it feels quick and surprisingly planted for such a high-riding, lumpy vehicle. The cabin is pretty refined and comfortable with big, supportive seats and a commanding view. With a mighty towing capacity of 3,500 kg and a load bed that can carry more than a tonne, it will also do the hard stuff when called upon.

The D-Max has genuine off-road credentials too, with a 'shift on the fly' transmission that allows you to switch between rear-wheel-drive and four-wheeldrive with the twist of a dial. Another setting is 4L, which puts the transmission into a lower ratio. If your work involves a lot of offroading the All-purpose’ versions all come with a locking rear differential for improved off-road ability. Even these cheaper versions, from £30,164 plus VAT, come with niceties including alloy wheels and heated front seats.

All-purpose versions can also be had with leather trim, LED headlamps, parking sensors, a reversing camera, automatic gearbox and a load of safety equipment. There's a five-year/125,000 mile warranty as well. A Mad Max-style Arctic Trucks AT35 version tops out the range. It boasts enhancements to the body, frame, drivetrain, suspension, wheels and tyres, aimed at delivering the ultimate in off-road performance.

With prices starting from a cool £51,014 (plus VAT), the AT35 is very much a halo product but also does a job in highlighting the poise, purpose and adaptability of the whole D-Max range.

Ace in MINI’s pack

MINI has released prices for the all-new MINI Aceman, a funky new EV Crossover. Slotting in between the MINI Cooper and MINI Countryman, the latest addition to the MINI family will cost from £31,800 when it goes on sale later this year. The entry-level Aceman E uses a 42.5kWh battery that MINI expects to provide a range of up to 192 miles in one go, while its 181bhp front-mounted electric motor allows for 0-62 mph in 7.9 seconds.

The Aceman SE gets a bigger 54.2kWh battery and a more powerful 215bhp e-motor, which cuts the 0-62 mph time down to 7.1 seconds and increases the range all the way to 252 miles. The Aceman E and SE have maximum charging speeds of 75kW and 90kW respectively, which MINI says will allow for a 10-80% top-up in under 30 minutes for both versions. It promises to be a fairly spacious too, with the rear seats able to accommodate six-footers with ease. There’s 300 litres of boot space available and 1,005 litres to play with when the 60:40-split rear seats are folded down. Order books for the MINI Aceman open on 12 June, and the first examples are set to arrive with customers in November this year. Prices will start from £31,800 for the Aceman E and £36,300 for the Aceman SE, and both will be offered in three trim levels: Classic, Exclusive and Sport.

Standard kit on all models includes the circular OLED touchscreen with wireless smartphone connectivity, a heated steering wheel, rear-view camera, cruise control and other driver-assistance tech like blind-spot detection and cross-traffic warning. The Aceman SE gets more kit as standard, however, namely a head-up display, wireless charging pad, heated front seats, keyless entry and customisable front and rear light signatures.

FLEET MANAGEMENT SERVICES

At Agnew Leasing they can provide any sort of commercial vehicle you require for your business. Whether it’s a small to medium panel van, electric van, Pick up, dropside or tipper. They make leasing a commercial vehicle both simple and affordable.

With Agnew Leasing Fleet Management services, they can handle all your tedious, daily tasks, so you can focus on your business. Taking the hassle out of managing your fleet, they will take care of parking fines and MOT arrangements, as well as providing 24hr accident and breakdown services.

For a small monthly fee, you will receive full support from their dedicated fleet coordinators, providing a cost-effective method to ensure your fleet meets all regulatory standards.

Fleet Management Benefits:

• Reduced administration duties

• 24hr Driver Helpline

• Parking Fine and Fixed Penalty Administration

• MOT/PSV Arrangements

• Vehicle Taxing administration

• Discounted prices on servicing, parts, and tyres

• 30 days credit

• 24hr Breakdown service

• 24hr Accident Management

• Rental Vehicle (if necessary)

If you have a fleet of vehicles, Agnew Leasing can manage your fleet, while you manage your business.

For more information on Fleet Management call the

FUNDING THE FUTURE OF MEDICAL RESEARCH

Proud Queen’s graduate, Dr Lavinia Boyce BEM, not only funds an annual scholarship in neurology, medical genetics or immunology at Queen’s, but she has also chosen to support the University through a gift in her will. She explains: “Unfortunately, my mother suffered from epilepsy and heart problems. During her illness, we decided to leave a bequest to facilitate the worldclass research carried out by Queen’s into neurological diseases, such as epilepsy. I believe that by leaving a legacy gift I can make a positive, lasting difference to future generations.”

For more information on leaving a gift in your will to Queen’s, contact Louise Carey at l.carey@qub.ac.uk or visit: go.qub.ac.uk/legacy-gift2.

NEWAPPOINTMENTS IN THE BUSINESS COMMUNITY

Director of the Business Engagement Unit, UUBS

Marketing Assistant, NI Chamber

NICK READ

BETHANY ATKINS

GAVIN ANNON

Chief Strategy Officer, Mount Charles Group

DARREN BYERS

Port Manager, Stena Line

NICOLA WOODS

Local Enterprise Manager, Ulster Bank

PAUL QUINN

General Manager, Dunadry Hotel & Gardens

SIMON ALLEN

CAE Mill Manager, Balcas

PAULINE TIMONEY

Head of Entrepreneurship, Catalyst

Grand Opera House Trust Announces New Chair

The Grand Opera House Trust, Belfast has announced that Janette Jones has been appointed chair of the organisation, assuming the role from Colin Loughran who had served for the last seven years.

A former PwC tax partner in Belfast who also led the firm’s private business practice in the region, Janette has been a board member of the Grand Opera House since 2015. She previously chaired both the audit & risk and planning & finance committees and was appointed deputy chair in 2023 before being elected chair in 2024.

Welcoming Janette’s appointment, Ian Wilson, chief executive of the Grand Opera House, said:

“I am delighted that Janette has assumed the role of chair and look forward to working with her as we continue to present an ambitious performance programme, supported by an efficient and sustainable organisation.”

Further Growth for A&L Goodbody with New Appointments

Corporate law firm A&L Goodbody (ALG) has appointed three newly qualified solicitors to its 130-strong team of lawyers and business support professionals in Northern Ireland.

Adam Magill, Andrew McClintock and Matthew Nesbitt have been appointed as solicitors in the firm’s corporate department, in which they have completed their training contracts over the past two years.

David Rowan, head of corporate at ALG in Northern Ireland, said: “The addition of new and emerging talent in the form of young solicitors plays a hugely important role in maintaining a diverse and vibrant workplace culture at ALG.

“Over the past two years, Andrew, Adam and Matthew have each demonstrated a flare for corporate law, underpinned by their commercial awareness, ambition and a strong commitment to developing in their respective careers. We wish them every success at ALG.”

The three new solicitor appointments take

ALG’s Corporate team in Belfast to 29 people, led by partners David Rowan, Peter Stafford, Mark Thompson, Alastair Keith, Mark Stockdale, Sarah Dugdale and John Palmer.

Ian Wilson and Janette Jones.

Andrew McClintock, solicitor; David Rowan, head of corporate; Adam Magill, solicitor; and Matthew Nesbitt, solicitor.

Schools Take the andChallenge Secure £7,000 Charitiesfor

Each school put forward a team who carried out a research project before making a presentation to four of the Trustees outlining why their charity should receive funding and how the charity would benefit.

“Our inaugural event was a huge success and this year we expanded the challenge by inviting more local schools to take part,” explained Dr John Wilson, chairman of Ulster Carpets and trustee of the John Wilson Memorial Trust. “All of the presentations were of a very high standard and it is clear that the students understood the difference charities can make in our communities.

Six schools have secured a total of £7,000 for their chosen charities after taking part in a charity challenge organised by Ulster Carpets.

St John the Baptist, Tandragee Junior High School, Markethill High School, and St Ronan’s College all secured £500 each for their charities – PIPS Suicide Prevention Ireland, B Positive, The Trussell

Trust/Armagh Food Bank, and MNDANI (Motor Neurone Disease Association Northern Ireland).

The School Charity Challenge was organised by The John Wilson Memorial Trust, which was set up in memory of the late John Wilson, son of Ulster Carpets founder, George Walter Wilson, and is dedicated to supporting local community projects.

“All the students who participated should be very proud of the way they advocated for their charity. We are delighted that so many local charities will now benefit from their hard work.”

All the students also enjoyed a tour of the manufacturing facilities at Portadown’s global headquarters and learned more about career opportunities, design and sustainability.

www.johnwilsontrust.com

Students from St John the Baptist’s College secured £500 for PIPS Suicide Prevention Ireland at The John Wilson Memorial Trust School Charity Challenge.

The MNDANI will receive £500 thanks to the hard work of students from St Ronan’s College at this year’s School Charity Challenge organised by The John Wilson Memorial Trust.

Markethill High School secured £500 for the Trussell Trust – Armagh Food Bank at this year’s School Charity Challenge organised by The John Wilson Memorial Trust.

Reach Mentoring will receive £2,500 thanks to the efforts of students at Clounagh JHS at The John Wilson Memorial Trust School Charity Challenge.

Students and teachers from Tandragee Junior High School who secured £500 for the B Positive charity by taking part in this year’s School Charity Challenge organised by The John Wilson Memorial Trust.

Garden Glam

Ulster Tatler’s Fashion & Beauty Editor Joanne Harkness, takes inspiration from this year’s Met Gala where the dress code was ‘A Garden of Time’ – looking at floral and botanical prints in high street fashion.

Floral dress, Whistles , Leaf print dress, Never Fully Dressed.

Ombre Leaves Wide Leg Trousers, £59 and Ombre Leaves Blouse, £48, Very

Crochet Floral Bucket Hat, £20, River Island

Floral clutch handbag, £35, Accessorize

Palm embroidered oversized beach shirt - £28 and shorts

£22, Very

Gavin Murphy Executive Head Chef

BAKED DUCK EGG CUSTARD TART WITH NUTMEG ICE CREAM

Mix all dry ingredients in a large bowl. Add egg yolks and a teaspoon of cold-water mix into a dough. Do not over mix. Wrap pastry in cling film and refrigerate for 1 hour.

Heat the milk and cream in a pot, do not boil. Meanwhile in a large stainless-steel bowl add the eggs, sugar, and vanilla. Whisk until all combined, add the not boiling milk and whisk until combined. Strain through a fine sieve and chill.

3. Whisk until all combined, add the not boiling milk and whisk until combined.

4. Fold in nutmeg and double cream and freeze overnight. Method to cook the tart:

4. Method for the ice cream: 1. 2. 3. 2. 3. Leave to rest for an hour in fridge.

1. Take pastry from fridge roll out on a floured surface until it is approx 5mm thick. Grease a 12-inch tart case with a little butter and line with pastry.

Put the sugar and water into a pot, bring to the boil and cook until the mixture reaches 127 C. Meanwhile in a mixer whisk the cream until soft peaks, leave aside. In a mixer whisk the egg whites until light and fluffy, pour over the sugar mixture and continue to whisk until cold.

4. and 5. wash 5 minutes.

6. Turn the heat down to 130 7.

Cut the tart into 12 portions and plate, add a good size scoop of the ice cream, 1. 2. 3. Method for the tart filling: 1. 2.

Remove from fridge, prick the pastry with a fork, line with parchment paper and fill with baking beans. Cook blind for 5 minutes at 170 After 5 minutes remove paper and beans, brush with egg wash and bake for a further C and fill the tart with the custard mixture, bake for approx 1 hour. Remove from oven and allow to cool to room temperature.

To serve: portions and serve. Enjoy. Happy Cooking!

Columnist

John Campbell BBC NI’s Economic & Business Editor

The Look of Labour

AUK general election is likely within the next six months and Rishi Sunak finally has a story to tell about the economy.

The briefest of recessions is over, inflation appears to be under control and interest rates will soon start to be cut. The Prime Minister is claiming his plan is working.

However, running a campaign on the economy will still be very difficult: the cumulative impact of inflation means many households are still feeling squeezed and the Conservative’s reputation for economic competence was shot to pieces by the brief premiership of Liz Truss.

The polls still strongly suggest Kier Starmer will be Prime Minister and Rachel Reeves will be Chancellor. So what might that mean for the Northern Ireland economy?

One of Labour’s clearest and most consistent polices is that it will seek a new veterinary agreement for agri-food products between the UK and EU with the aim to “eliminate most border checks created by the Tory Brexit deal.”

Such a deal could at a stroke sweep away the most obvious physical impacts of the Irish Sea border and end some of the most onerous paperwork. In simple terms if a deal ends checks on goods moving from Calais to Dover then checks will also end from Cairnryan to Belfast.

However, optimism about the effective end of the sea border could be misplaced when you look at what else Mr Starmer has said.

Agrifood deals from the EU fall into two broad categories: New Zealandstyle or Swiss-style. These were discussed extensively during the Brexit process. A Swiss-style deal is the more dramatic.

Since 2009, there have been no regulatory border controls for trade in

agrifood products between Switzerland and the EU.

But the Swiss only have this deal because they agreed to follow EU rules almost to the letter, without much say in setting those rules. Switzerland is obliged to modify its laws in response to changes in EU legislation, what is known as dynamic alignment.

When the BBC asked Mr Starmer about this last year he said: “I’m not interested in a deal that puts the UK in a position of being a rule taker.

“Our rules must be made in Westminster, according to the national interest of the UK as a whole.”

That would appear to rule out a Swiss-style deal unless there is another meaning to those words that I have not grasped.

When you look at some of Labour’s other major policies, or national missions as they call them, it is a timely reminder of how many economic levers are attached to Stormont rather than Westminster.

Labour’s plan for growth includes planning reform, a publicly owned energy company, a new generation of technical colleges and worker-friendly changes to employment rights.

Planning, energy policy, skills and employment law – all of these are almost entirely under the control of the Executive. It may be that a Labour government would set the policy mood but it would still be down to Stormont to legislate for Northern Ireland.

Where a Labour government could be most consequential is the size of Stormont’s budget.

Even in an era of fiscal frameworks and needs-based top-ups, it is still the block grant which really matters. The Welsh devolution expert Gerry Holtham spelt this out recently when speaking to the NI

Affairs Committee inquiry on the funding of public services.

“The thing that is going to be most influential or most evident in your public finances is the growth in public expenditure in the UK as a whole,” he said.

“The experience that you are having now is the direct result of the general austerity on public spending in the UK as a whole.”

Labour claim they are not going to be an austerity government. In fact, when it comes to diagnosing the UK’s economic problems, they describe austerity as a serious mistake which “cut to the bone the vital investment needed for growth.”

The memory of the Blair-Brown spending injection for the NHS may also lead to the hope that Chancellor Reeves will open the money taps.

However Mrs Reeves has not given any impression that she intends to do that. Instead she has focused on reassuring voters there will be no rerun of the Truss mini-budget where unfunded spending commitments threatened to undermine the UK’s financial stability.

“We will not borrow to fund day-to-day spending and we will reduce national debt as a share of the economy,” she wrote in the Financial Times last year. “I am clear these rules are non-negotiable. There will be no exceptions.”

It may be that Labour will be able to raise a bit more in tax, particularly if the economy starts to grow consistently. But it looks as though spending will remain tight in the early years at least. A Labour government on its own won’t solve Stormont’s financial problems.

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