Ambition Issue 22 (May/Jun 2017)

MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

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contents

NI CHAMBER COMMUNICATIONS PARTNER

May/June 2017 Issue 22

Waddell Cunningham – the First President of the Chamber of Commerce in Belfast (c.1786).

Photograph: Ulster Museum.

Editor: Adrienne McGill Publisher: Chris Sherry Advertising Manager: Catherine Patton Editorial Assistant: Joanne Harkness Email addresses: adrienne.mcgill@northernirelandchamber.com c.patton@ambitionni.co.uk Websites: www.northernirelandchamber.com www.ulstertatler.com Addresses: Northern Ireland Chamber of Commerce and Industry, 4-5 Donegall Square South, Belfast, BT15JA Tel: 028 9024 4113

66 SPECIAL FOCUS: CHAMBER PAST PRESIDENTS AND THEIR COMMERCIAL LEGACIES

NEWS: 10 ACQUISITION CREATES EXECUTIVE

12

SEARCH ‘POWERHOUSE’

64 79 80

COLUMNISTS: 18 IAN RAINEY 20 JOHN MARTIN 34 TREVOR ANNON 36 MAUREEN O’REILLY 40 SINEAD DILLON 46 PHIL HOEY 86 BRIAN MURPHY AND PAM GILLIES 96 JIM FITZPATRICK

WHAT’S IN IT FOR ME? TAKING LEADERSHIP TO THE NEXT

NI CHAMBER PATRONS

LIFESTYLE: 88 MOTORING – 5 IS THE MAGIC

92 94

NUMBER PERFECT PASTELS TRAVEL – SIT BACK, RELAX AND ENJOY

FEATURES: 16 SETTING SIGHTS ON OVERSEAS

32 40 44 48 51

POTENTIAL BRIGHT YOUNG BUSINESS BRAINS MY AMBITION IS TO… SUPER SIX MUMS WITH POWER NI CHAMBER’S CORPORATE CHAMPIONS

Printed by: W&G Baird, Antrim Front cover image by: David Cordner www.davidcordner.com

FACE TO FACE WITH…

LEVEL

GET ON BOARD BUS & TRAIN WEEK

Publisher: Ulster Tatler Group, 39 Boucher Road, Belfast, BT12 6UT Tel: 028 9066 3311

Cover Story

60

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editorial

T

here’s nothing like dazzling

and concepts to the market and

sunshine, clear blue skies, the

encourage creativity and competition.

scent of freshly cut grass and the

programme celebrates those men and

the breeze as their petals form a carpet

women who are building and leading

of pink on the ground below.

successful, growing and dynamic

That’s what we have been enjoying

a significant contribution to the economy

spring melts into summer.

and building a legacy.

The theme of this year’s programme

political clouds are doing above our

is “Leading through Change” – in

heads – such a calming assault on the

recognition of the significant change

senses lifts the spirit.

within the business community over the

Also lifting the spirit…in business…is the fact that six of the 24 finalists, which have just been revealed in the highly

past two decades, and the pace at which it continues to evolve to this day.

Constant change is a business reality,

prestigious 2017 EY Entrepreneur of the

and organisations must continually adapt

Year programme, are from Northern

to their environments to stay competitive

Ireland.

or risk becoming obsolete.

Patrick McAliskey, Novosco; Gary

ENTREPRENEURS OF THE PRESENT and PAST

businesses and in the process are making

recently across Northern Ireland as No matter what the economic or

driving ambition

The Entrepreneur Of The Year

sight of cherry blossom trees swaying in

Adapting to change has also been a

and Andrew Irwin, Bedeck; Patrick

feature of NI Chamber over the years

McCann, Simplyfruit; Darragh Cullen,

and in this issue, in our Special Focus, we

Edge Innovate (NI); Brendan Monaghan,

take a look back at ten former Chamber

Neueda; and Trevor Annon, The Mount

Presidents from the 18th and 19th

Charles Group (and Ambition columnist)

centuries who had to deal with change

are all in the line-up to scoop an award

and seize opportunities as the economic

across three categories – Emerging,

and political landscape of the times

Industry and International.

moved on. They were entrepreneurs

That tough decision is made by an

in their own right who helped shape and

independent panel of judges, each of

change the face of the economy and

whom has achieved success in his or her

who left a lasting imprint on businesses

respective field.

and industries, which are still in evidence

The overall winner will go on to represent Ireland at World Entrepreneur

today.

We hope you enjoy the read.

Of The Year in Monaco.

EY highlights the fact that entrepreneurs

Adrienne McGill

make a difference: they create jobs and

Editor

wealth, bring new innovative products

Ambition

building interiors building relationships FurniturE • SEating • StoragE • DEsign Partitions • CarpEt • Lighting • Logistics 028 9070 1080

04 NI Chamber

|

think@1080.co.uk

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www.1080.co.uk 1080 IS PART OF THE ALPHA GROUP

@AlphaGrpOffice

Sales Growth On Your Doorstep New markets are closer than you think

editorial

PRESIDENT’S PERSPECTIVE

THE NEED FOR LEADERSHIP AT THE HEART OF GOVERNMENT

I

n an ideal world the business community in Northern Ireland would look to the political structures for leadership, strategic direction and at the very least for a positive working relationship. Underneath all of the detailed political arguments we share a common goal – the private sector, the public sector and the elected representatives want to make Northern Ireland a successful region where our people, and particularly our young people, have the opportunity to succeed and thrive.

At the moment, though the circumstances around us are not ideal, the flaws in our political structure are obvious to all and we face into yet another election. The June 8th poll was not widely expected but it is a reality and it means that in this part of the world we have faced 7 elections in just over 4 years. That is not the kind of context in which political compromise and harmony will thrive.

We are indeed a long way from the kind of messages put forward by our political leaders during NI Chamber ‘s ‘5 Leaders; 5 Days’

06 NI Chamber

events prior to the March Assembly election.

Then, political leaders were responding to the desire of the business community for stability, certainty and the opportunity to grow. Those demands are still there from the private sector and in typical Northern Ireland style, many firms are expanding, exporting and developing new markets despite the lack of political certainty and structures.

We believe that despite the challenges of Brexit, the export market is the key to growth for Northern Ireland firms. NI Chamber continues to offer a range of business support programmes, networking events and targeted mentoring to our member firms, and a focus on export will remain central to those support programmes and initiatives.

Business needs certainty, we need leadership and decision making at the heart of Government. We in the Chamber still want to see progress around corporation tax, the skills agenda and a roll out of infrastructure investment among other

policy initiatives, and we believe that political agreement and partnership is the key to providing the context, which allows for that.

In the absence of that agreement, which we hope will be a short lived absence, we are confident and take comfort in the certainty that the leadership I mentioned at the beginning of this piece, will come from the business community. That’s what successful businesses do.

Finally, I step down as NI Chamber President at the end of May and wish my successor Ellvena Graham all the very best for her year in office. I have greatly enjoyed being NI Chamber President in what has been a challenging year both economically and politically but I look forward to continuing to work with NI Chamber as the organisation seeks to drive forward its purpose of helping to grow the local economy.

Nick Coburn President Northern Ireland Chamber of Commerce and Industry

Celebrating a decade of Industrial Symbiosis in Northern Ireland The Longest Running Industrial Symbiosis Service in the world is celebrating its 10th anniversary.

The Industrial Symbiosis Service, funded by Invest NI and delivered by International Synergies NI has

achieved staggering success and to celebrate we are hosting a one day international conference.

Industrial Symbiosis – Business and the Environment A full day event that will:

Resource Matching Workshop: Demonstrating Industrial Symbiosis

• Showcase the achievements of organisations supporting and demonstrating resource efficiency through the application of Industrial Symbiosis.

Since 2007, the Industrial Symbiosis Service has hosted 40 resource matching synergy workshops across Northern Ireland with great success. The main aim of these workshops is to identify opportunities to reuse, repurpose or recycle wasted business resources and facilitate networking opportunities across industry sectors. At our last workshop at the Old Bushmill’s Distillery, we identified £1.3million in potential cost savings that could divert 10, 846 tonnes from landfill.

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The highlight of the event will be a small recognition ceremony for businesses and individuals who have fully utilised the service since joining and continue to benefit from it.

RC Es

The IS service is clearly having a very positive impact within the Northern Ireland economy and delegates will hear from local businesses who have fully utilized the service and achieved invaluable results for their business.

NA TU

We are delighted to be joined on the day by our key note speaker Laura Sandys, author of Sweating our Assets: Driving Greater Resource and Energy Efficiency, and a former Member of Parliament. Laura specialises in the energy, food and resource sectors, focusing on energy markets, food and energy security and resource management. Highly regarded in the industry, she is sure to bring useful global insights for Northern Ireland businesses. Other renowned International speakers will share their experience of Industrial Symbiosis worldwide.

On 21st June, the workshop will return to Strabane and Derry City council area and we are delighted that Seagate Technology has agreed to host the event and are offering delegates a tour of their facilities.

CT

• Recognise and reward NI businesses involved in Industrial Symbiosis

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• Attract delegates from across the UK, Ireland and beyond.

PR O

• Involve speakers of international standing in the field of Industrial Symbiosis

Event: Titanic Belfast, Wednesday 31st May 2017

NA TU

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If you are interested in attending register your place here investni.com/industrial-symbiosis Results to date

392k tonnes

Diverted from landfill

208121 Invest Industrial Symbiosis A4 AW.indd 1

Created & saved jobs

96

Generated additional Sales

340k tonnes

Reduced Green House Gas Emissions

£16.2 million Delivered cost savings

£25 million

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news

DANSKE BANK WELCOMES NEW TENANT Grant Thornton is to take up office space at Danske Bank’s expansive headquarters on Donegall Square West in Belfast city centre.

The professional services firm will occupy the third floor from November this year.

Kevin Kingston, CEO of Danske Bank, said: “In the current prolonged low interest rate environment, banks across the UK are continuing to look at ways to reduce their cost bases. We have taken an innovative approach to this challenge, with a rationale of seeking to implement change that does not negatively impact our customers.

“We have a large portfolio of property assets and, as a prudent business, we need to make sure that they are utilised to the best advantage of the bank, our customers and our staff. We are delighted to have reached a tenancy agreement with Grant Thornton, one of Northern Ireland’s leading advisory businesses.”

Richard Gillan, Managing Partner of Grant Thornton in Northern Ireland, said: “Over the last two years we’ve witnessed remarkable growth across all business streams at Grant Thornton. We’ve doubled our revenues and remain very optimistic about the future.

Richard Gillan (Grant Thornton) and Kevin “Our move to this iconic building on Donegall Square reflects that confidence, and will Kingston (Danske Bank). provide a fitting and professional environment that will help facilitate our continued expansion.”

ACQUISITION CREATES EXECUTIVE SEARCH ‘POWERHOUSE’ A new executive search ‘powerhouse’ in Northern Ireland has been created through the acquisition of MSL Search & Selection by Belfast-based 4c Executive. MSL will now been subsumed into the 4c brand, with former Managing Director Ian Rainey set to remain involved in the business in a Non-Executive Director capacity.

4c’s founder and Managing Director Gary Irvine said: “4c has enjoyed steady but significant growth over the past three years and, to date, has been appointed to find the best available talent for over 150 senior-level, business critical roles in Northern Ireland and GB.” He added: “Having already expanded significantly in the past 12 months through the launch of a number of new divisions in the business, we saw this opportunity to purchase MSL – Northern Ireland’s oldest and most-established executive recruitment provider – as the next step in our ambitious growth strategy.”

Led by Ian Rainey, MSL has been providing executive recruitment services to an extensive portfolio of private, public and third sector organisations in Northern Ireland for over 20 years.

Ian Rainey said: “I have every confidence that the MSL business is in very safe hands and that, under the 4c brand, the clients with whom I have had the pleasure of working with in the past 23 years will be extremely well looked after.”

Gary Irvine, Founder & MD, 4c Executive Search and Ian Rainey, former MD of MSL Executive Search & Selection.

10 NI Chamber

Matthew Barrow (pupil at Priory Integrated College); Jacqueline McAleese (Programme volunteer and Partner at Carson McDowell; Dr Anne Rice (Northern Ireland coordinator for the Citizenship Foundation) and Jacqueline Magennis (Principal at Priory Integrated College).

LEGAL SECTOR on the case with SCHOOLS PROGRAMME Belfast-based law firm Carson McDowell is calling on legal professionals to help young people understand their rights and responsibilities as it partners with the Citizenship Foundation to launch a legal education programme in Northern Ireland.

The Lawyers in Schools programme provides opportunities for young people to increase their awareness and understanding of the law by linking law firms, in-house legal teams and chambers with postprimary schools.

Following a successful pilot, facilitated by Carson McDowell and funded by the Legal Education Foundation, the charity is aiming to expand the programme across Northern Ireland with further support of the industry here.

Dr Anne Rice, Project Officer at the Citizenship Foundation said: “The

pilot programme at Priory Integrated College in Holywood showed us the appetite for legal education in Northern Ireland among young people, but if we are to expand the programme we need more legal professionals to get involved.”

Jacqueline McAleese, Partner at Carson McDowell, led the team of nine legal professionals who delivered the pilot.

She said: “There were some very positive outcomes from our pilot programme, both for the young people involved and for our solicitors who volunteered. We now want to see additional support from the wider legal sector across Northern Ireland that will enable more young people to take part in this valuable programme.” * For more information contact Anne Rice at Anne.Rice@ citizenshipfoundation.org.uk.

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news

GET ON BOARD BUS & TRAIN WEEK NI Chamber has called on organisations across Northern Ireland to sign up to Translink’s Corporate Commuter Challenge and get on board Bus + Train Week which runs from 5 June – 11 June 2017.

It is hoped the initiative will encourage more employees here to use public transport as part of their regular commute to work.

The #GetOnBoardNI Corporate Challenge is a unique platform for organisations to showcase their CSR and sustainability efforts. NI Chamber is among a range of business organisations who have joined forces to encourage support for public

transport and to highlight the vital role it plays in the success of Northern Ireland supporting economic growth and social inclusion while offering energy efficiency and ‘low carbon’ mobility.

Organisations which pledge their support will receive a Challenge Pack containing all the resources and tools required to get involved and measure car journeys saved as a result of getting on board.

Speaking at the launch of the Bus + Train Week Corporate Challenge Chris Conway, Translink Group Chief Executive, said: “This year we want to make our 2017 Bus + Train Week campaign

NIE NETWORKS SPONSORS NI CHAMBER’S NETWORKING BREAKFASTS NI Chamber is delighted to announce that NIE Networks is the sponsor of the latest series of networking breakfasts.

The popular breakfasts take place across venues in Northern Ireland and bring together a wide range of businesses across a variety of sectors.

Attending delegates have the opportunity to hear from a guest speaker and to meet, make new contacts and promote their company.

Ann McGregor, Chief Executive of NI Chamber said: “We are delighted that NIE Networks have come on board to sponsor our networking breakfasts.

“These events are always very well attended and provide companies with the opportunity to network, make new contacts and to grow their businesses.

“We look forward to the upcoming events.”

Edel Creery, NIE Connections Manager with Andrew Smythe NI Chamber’s Business Services Manager.

12 NI Chamber

Translink’s Chief Executive Chris Conway.

even bigger and better, and we are calling on Northern Ireland’s workforce to get on board! Taking public transport, even just one day a week, could boost business success by helping employees save money, reduce stress, enjoy a more active and healthier travel routine, be more productive onboard services and reduce their environmental impact.”

Trevor Lockhart, Fane Valley Chief Executive and David Babington, Action Mental Health Chief Executive.

FANE VALLEY ANNOUNCE ACTION MENTAL HEALTH AS NEW GROUP CHARITY

Fane Valley Group has named Action Mental Health as their new designated charity partner. Northern Ireland’s largest farming co-operative have a longestablished pedigree of charitable involvement across their range of agri businesses, including award winning producers Linden Foods and White’s Oats.

Trevor Lockhart, Fane Valley Chief Executive said: “We feel that the time is right for Fane Valley and our group of companies to support and highlight mental illness in all its forms, both within the co-op and especially to our customers and their families. Mental illness comes in all shapes and sizes and we feel that we can practically assist in preventative signposting and educational advice to both staff and their family and our farmer audience at school,

work and on the farm. We look forward to interacting with the Action Mental Health team over the coming months through a series of fundraising initiatives and tailored group discussions.”

One in four people will experience mental ill-health at some point in their life with countless more being affected through friends, family and work colleagues.

David Babington, Action Mental Health, Chief Executive said: “Fane Valley’s support will mean that Action Mental Health can equip 11-25 year old students throughout Northern Ireland with the knowledge and skills needed to nurture their mental wellbeing by investing in their emotional education through our ‘Provoking Thought’ programme and series of workshops delivered under our MensSana project.”

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sponsored feature Leading Lisburn & Castlereagh City Council's annual Investment event at Westminster are, from left to right, Terry Simpson from Arcatech, Sir Jeffrey Donaldson MP, Councillor Uel Mackin, Chairman of Lisburn & Castlereagh City Council's Development Committee, Dr. Theresa Donaldson, Chief Executive of Lisburn & Castlereagh City Council and Graeme Douglas from Graham Hillsborough.

PIONEERING COUNCIL, STRONG VISION - LISBURN CASTLEREAGH AT WESTMINSTER Over 120 delegates joined Lisburn & Castlereagh City Council and Lagan Valley MP, Sir Jeffrey Donaldson, at the annual ‘Lisburn Castlereagh at Westminster’ business and investment event in a bid to develop trade links for local businesses and encourage inward investment into the Council area.

The highly successful event, which took place on the 16th March in the prestigious surroundings of the Palace of Westminster, highlighted Lisburn Castlereagh as Northern Ireland’s premier investment location and the extensive opportunities that exist for new developments. High level discussions with developers, potential investors and dignitaries took place and local businesses had the opportunity to meet with their suppliers and customers to advance their relationships. Local businesses attending included Andrew Ingredients, PRM, Brookvent, Arcatech, Graham, McGreevy Engineering, as well as Historic Royal Palaces.

The ‘Lisburn Castlereagh at Westminster’ 2017 event forms part of the Council’s ambitious investment programme focusing on the economic growth of the local area and the Council will also return to MIPIM UK, the UK’s largest Property event, in October 2017 when once again it will take the lead in promoting Lisburn Castlereagh as Northern Ireland’s prime investment location.

For more information visit www.investlisburncastlereagh.com

John Boland from Andrew Ingredients, Han Boers from Meneba, Netherlands, Brigitte Boland and John Graham from Andrew Ingredients and Peter Egginton from Sonneveld UK with Councillor Uel Mackin, Chairman of Lisburn & Castlereagh City Council's Development Committee pictured at the Lisburn & Castlereagh City Council's annual investment event.

Dr Theresa Donaldson, Chief Executive, Lisburn & Castlereagh City Council, Councillor Uel Mackin, Dan Wolfe, Historic Royal Palaces, Patricia Corbett, Historic Royal Palaces Hillsborough, Sir Jeffrey Donaldson, MP at the Lisburn & Castlereagh City Council's annual investment event in the prestigious surroundings of the Palace of Westminster.

Councillor Uel Mackin, Chairman of the Council's Development Committee, explains why Lisburn Castlereagh is Northern Ireland's premier investment location.

NI Chamber 15

feature

SETTING SIGHTS ON OVERSEAS POTENTIAL Now is the time for companies to explore opportunities in emerging markets, Danske Bank Economist Conor Lambe tells Adrienne McGill.

N

orthern Ireland’s companies offer high quality goods and services that can compete with the best anywhere in the world. However, with the process of leaving the EU underway, some of the markets in which local firms have been involved may prove more difficult to access in the years ahead. It is therefore clear that companies need to be alive to the possibilities that exist within, but also outside of, Europe.

According to Conor Lambe, Economist at Danske Bank, Northern Ireland’s companies should be looking for opportunities in emerging markets.

“Irrespective of Brexit, increasing our exports has been, and should continue to be, a long-term goal for Northern Ireland. Trade is one of the areas targeted in the draft Industrial Strategy published by the Department for the Economy in January, with an intention to develop an International Trade Plan.

“This shows a focus on helping businesses here to export more and to tap into new markets.

“The emerging markets represent some of the world’s fastest growing economies.

Over time it is expected that the middle class, with more disposable income, in some of these economies will grow in size – so they are potential markets for Northern Ireland’s businesses to expand into.

“People immediately think of economies in Africa, South East Asia, Latin America and indeed a small amount of our exports do go

16 NI Chamber

there.

“But Northern Irish businesses should be looking to grow the amount that they export to these economies in the years ahead.

“Then there’s economies in Central and Eastern Europe – places like Poland, Slovakia and Romania are expected to grow relatively swiftly over the medium term. Local businesses should be trying to tap into some of them – irrespective of Brexit, that should be a goal.

“If we look at our total goods exports – in 2016, 55 per cent went to the EU and 31 per cent went to the Republic of Ireland.

Geography plays an important part in determining international trade partners so it is hardly surprising that we trade with countries that are close to us. But businesses need to be careful not to get too locked into this mind set.”

In March this year, eleven companies from Northern Ireland took part in a five-day trade mission to South Africa which took in the key cities of Johannesburg and Cape Town.

Northern Ireland’s firms exported around £35 million worth of goods to South Africa last year, with machinery and transport equipment accounting for the biggest proportion of exports.

South Africa is seen as a growing market, offering opportunities for companies in sectors such as food & drink, life sciences, energy and agri-tech.

It is also increasingly becoming a hub for

accessing other emerging markets in the south of Africa.

Conor says it is encouraging to see companies from here visiting South Africa to firm up trade relationships or explore new markets.

He also points out that in recent decades the UK’s trade arrangements have been driven by the EU, but Westminster now has a renewed focus on international trade.

“One of the long-term aims following Brexit is that the UK will strike trade deals with countries around the world. The Prime Minister, Theresa May, has mentioned possible deals with Australia, New Zealand, some of the BRIC countries, the Middle East and a picture is starting to emerge. For businesses in Northern Ireland, they need to be ready so that once there are new trade deals in place, they are able to reap the benefits of them. But, it is important to recognise that all international agreements take a long time to conclude and are extremely complex, so we will need to show some patience.”

In addition to this, Conor says that while the UK is going through the Brexit process, it will still be a member of the EU and therefore unable to formally agree a trade deal with another country.

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columnist

China wants to overtake the US to become the world’s biggest economy within the next 25 years.

Ian Rainey, former international banker, looks at the relationship between the two economic giants following recent trade talks.

COOPERATION OR CONFLICT?

Donald Trump meets with his Chinese counterpart President Xi Jinping in April.

Picture credit: Xinhua/REX/Shutterstock

T

he summit meeting between US President Trump and President Xi Jinping of China which took place in Florida at the beginning of April brought together two world leaders who could not seem more different. The often stormy Trump, prone to angry tweets, and President Xi, outwardly calm, measured and tightly scripted, seemed to hit it off on a personal level. The reporting afterwards was clouded almost out of existence with America’s bombing of Syria dominating the press for days on end. However, the consensus of the reporting in the US and China was upbeat and there was a willingness on the Chinese side to increase imports from the US. Trump has for some time accused China of unfair trade practices, largely around currency fluctuations, leading to a trade deficit with the US of some $300 billion.

President Xi was allowed to emphasise how American consumers were benefiting in the form of cheaper goods and increased Chinese investment in the US. Trump accepted President Xi’s invitation to visit China in the second half of 2017. Xi was quoted as saying: “We have a thousand reasons to get China-US relations right, and not one reason to spoil such an important friendship.”

While Trump is still catching up with what is going in in the world, President Xi is being seen as the world’s driver of free trade. His speech at the World Economic Forum in Davos, Switzerland in January was seen as an important milestone in China’s global role at a time when President Trump is taking a more protectionist stance. Lord Malloch Brown, the former Deputy Secretary of the United Nations, believes that China’s leadership on globalisation comes at a crucial time as protectionism pressures exist not only in the US but also in the UK and France. While China is known as the most populous country in the world with a very advanced education system it may come as a surprise to note that China is on a major recruitment drive to hire 10,000 of the world’s brightest technological minds. This drive is aimed at putting the country at the forefront of areas including artificial intelligence, biopharma and electric cars. If successful the plan could mark a fundamental shift from an economy, which not too long ago, was seen as ‘a copycat’ manufacturer, to one that is setting the pace in the world. This need for automation is impacted by the fact that China’s supply of cheap labour is running out, which is putting up wages dramatically. China’s

18 NI Chamber

low birth rate, exacerbated for many years by the infamous ‘one child policy’ (now revoked) has meant that the working age population has already peaked and is set to shrink significantly in the next few decades.

Yet China is still expanding its GDP at rates above 6.5 per cent per annum and is targeting to maintain this level of growth through 2020. Its Foreign Exchange Reserves at $3 trillion is more than double its nearest rival Japan at $1.2 trillion and far exceeds those of the UK and USA, which stand at $163 billion and $116 billion respectively. A survey

by Deloitte with 150 Chief Executives worldwide to rank countries on their manufacturing prowess rated China first.

Another indicator of China’s manufacturing prowess is its rise in the global patents league. China’s patent applications surged by 45 per cent in 2016. If this trend continues, China will move above Japan in the league tables in 2017 and surpass the USA by 2019.

Unlike President Trump, China is far from turning inwards in its business development. It will host two major international gatherings in 2017 aimed at spurring global growth and development amid the threat of protectionism in the West. The first one is The Belt and Road Forum for International Cooperation in Beijing in May. It is anticipated that this will be attended by the heads of state from over 20 world economies and the leaders of some 50 international organisations. The aim is to help sustain the development of the Chinese economy and support the development and prosperity of countries on the Former Silk Road from China through South East Asia, and the major trade routes to Saudi Arabia and Africa. The second summit will be in Xiamen and will include leaders of the five BRICS countries i.e. Brazil, Russia, India, China and South Africa which account for some 40 per cent of the world’s population and have a combined GDP of about one fifth of the world’s total. By promoting such integration, China is providing a strong impetus for the continued development of its own manufacturing base.

With the US withdrawal in January from the Trans Pacific Trade Partnership which included Japan, the USA and Australia and its subsequent aggressive attacks on Syria and Afghanistan, there is a message out there that the US’s leadership in driving the world’s economy is up for grabs.

The message neatly ties into China’s drive to become the world’s largest economy within the next 25 years. The big question is does President Trump care or does he even know that the US’s domination in the world is under threat.

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columnist

STORYTELLING WITH

TECHNOLOGY A

and desires to tell brand stories. dvertising has always tried to What followed was an era of great embrace the latest technology.

Harking back to the early days print, radio and television advertising While some brands from the 1960s to the 1990s. Ads of print, followed by the advent of are scrambling became more simple, more singular radio and television. to use the latest However, early executions of these in their messaging, there was still a lot technology in mediums often came up short. Many of rubbish. But the good work was a bid to convey thought by having a brand advertising really good. their message, the Of course, along came – the on these mediums it was enough to question is does the internet, and that changed dazzle their audience. audience recognise In the late 1950s there was a great everything. In our ever-changing what the brand is digital world, the audience is much deal of confusion on how best to trying to say? John more fragmented, more mobile advertise on television. Just have a Martin, Senior look at the first ever TV ad broadcast and has shorter attention spans.

Art Director Consumers are adopting technology for Gibbs SR toothpaste in the UK at Integrated at a much faster pace and it’s not and you’ll see how random and Marketing slowing down. laboured the messaging was. company ICAN, There is more pressure than ever Lessons were quickly learned, having your brand on the latest piece for us to adopt and innovate, as examines the issue. advertising and technology businesses of technology was not enough. The are more closely aligned than ever. In audience may have been captivated a lot of cases advertising has merged by technology alone initially, but the novelty of it had quickly worn off, the with or set-up innovation companies message wasn’t getting across. It was with the sole purpose of developing new technology to market brands. time to get creative and use these Now when a new piece of new mediums to their best ability, to technology comes along it’s connect and engage with this new NIBTS newjosh 178x130.qxp_Layout 1 28/04/2017 15:37 Page followed 1 by a great deal of hype and audience, appeal to their motivations

excitement – it’s the new kid on the block, it’s the flavour of the month, the talk of the town and there is huge pressure to attach a brand to it.

While it may be exciting to be an early adopter or first to market with some of these innovations, it’s important to do it for the right reasons. Some brands are scrambling to use the latest technology with little or no brand story. Yes, some of the technology is impressive, but does the audience recognise what the brand is trying to say?

As practitioners, it’s up to us to find the best way to communicate the brand story to our audience, whether it’s using ink, data capture or virtual reality to make sure they are engaged with that story. Technology should enable the story, not be the story.

Of course technology will keep evolving and we will endeavour to keep up. However our audience will not change. They will still be human, with all that entails, with real lives, motivations and desires, ready to be told a story.

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CHAMBER CHIEF’S

FROM NETWORKING EVENTS TO MEETINGS WITH GOVERNMENT MINISTERS AND IN-CAMERA DINNERS WITH LEADERS IN BUSINESS, THE HECTIC ROUND OF ACTIVITY SPEARHEADED BY NI CHAMBER FOR THE BENEFIT OF MEMBERS NEVER STOPS. NI CHAMBER CHIEF EXECUTIVE ANN MCGREGOR GIVES A TASTE OF WHAT’S TAKEN PLACE RECENTLY WITH A PICTURE GALLERY OVER THE FOLLOWING PAGES.

B

usiness organisations have been left as surprised as anyone else over Theresa May’s decision to call a snap general election for June 8, with claims by the Prime Minister that divisions at Westminster risked hampering the Brexit negotiations.

The move is all the more surprising at Westminster given that Mrs May and Number 10 have repeatedly insisted she would not seek a general election before the scheduled 2020 poll.

But Mrs May said she wanted “unity” at Westminster as talks on Brexit begin in earnest with the European Union.

It was timely therefore that just as all the hectic activity around the seat of Government was about to take off, NI Chamber was at the heart of the action in Westminster.

In partnership with Ulster Bank, we took 20 companies from Northern Ireland to London for a near market trade mission, which included a networking reception at the House of Commons.

The trip, led by Sandra Scannell (Head of Business Services at NI Chamber) and

Sandra Scannell (NI Chamber); Theresa Villiers MP and Nigel Walsh (Ulster Bank).

22 NI Chamber

Nigel Walsh (Director of Commercial Banking at Ulster Bank), is part of a series of trade visits to help local firms exploit commercial opportunities in larger cities in Great Britain.

The London visit included tailored briefings and introductions from organisations such as Heathrow Airport, Transport for London and the British Chambers of Commerce and networking with London Chamber of Commerce members. In addition to the House of Commons networking reception hosted by former Northern Ireland Secretary of State Theresa Villiers MP, receptions were held at a number of other iconic landmarks including BT Tower and the Gherkin.

The trip, and forthcoming trade visits including one to Birmingham on 21- 22 September, form a core plank of NI Chamber’s ‘Learn, Grow, Excel’ initiative which has been designed to support growing companies at every stage of development and encourage more export activity in Northern Ireland.

Supported by SME Partner Power NI, the services within ‘Learn Grow Excel’ recognise the commitment from the private sector to assist local companies to scale-up and maximise business growth and export opportunities.

Allied to this, NI Chamber in partnership with Bank of Ireland, also held its annual Connecting for Growth cross-border networking event at Titanic Belfast. This is designed to facilitate increased business between companies from Northern Ireland and the Republic of Ireland. More than 200 delegates heard from keynote speaker John Hurley, Head of B2B, Partner and Channel Marketing, Dublin Airport and got a master class from Peter Hopwood, Presence, Pitch and Public Speaking Coach on how to perfect your sales pitch.

To crown it all – we had our much-

anticipated ‘Learn Grow Excel’ conference, which championed exports.

At the event, held at Titanic Belfast, guests heard from some of Northern Ireland’s leading exporters including Ulster Carpets, Diageo, MJM Group and Christies Direct who shared how they have grown their businesses overseas.

Gavin Kennedy (Bank of Ireland UK); Peter Hopwood (Facilitator); Sandra Scannell (NI Chamber) and John Hurley (Dublin Airport).

Headline speakers included Nick Coburn, NI Chamber President who is Managing Director of Ulster Carpets, Liam Reid, Corporate Relations Director at Diageo and Gary Annett, Chief Executive at MJM Group.

The conference, hosted by the BBC’s John Campbell, was supported by headline sponsor Ulster Carpets and NI Chamber’s SME Partner Power NI with supporting sponsors BEYOND Business Travel and DVS Air and Sea.

chamber chief’s update NEW MEMBERS It was attended by around 200 businesses who also heard from experts across a range of issues including e-commerce, innovation, logistics and business travel.

Liam Reid (Diageo); Ann McGregor (NI Chamber); Nick Coburn (Ulster Carpets); John Campbell (Host - BBC) and Gary Annett (MJM Group).

They also had the opportunity to take part in workshops and have one to one meetings with overseas representatives from South East Asia, Russia, US, UAE, Africa, CEE and the Philippines.

Steve Sarowitz, Founder and CEO of Paylocity and a Director of Payescape provided the keynote address on global entrepreneurship.

We are always delighted to feature leaders in business and especially those whose business has made a difference to the lives of others. It was therefore a case of ‘Bra-vo’ to Ciara Donlon, CEO and Founder of THEYA Healthcare, when she spoke at a NI Chamber event in partnership with Ulster University Business School. This exceptional entrepreneur’s company, set up in 2014, has created a range of underwear for women who have undergone any type of breast,

thoracic, pelvic or abdominal surgery and also for those receiving chemotherapy or radiotherapy. She told guests at the event in Belfast’s W5 that hard work and determination were the reasons for her success.

Moving on... and NI Chamber in partnership with Danske Bank, held the latest Danske Bank Export First event at HeartSine Technologies in Belfast at which more than 60 local businesses heard about the company’s life-saving medical products, which are used in countries across the world. HeartSine has grown from being a university spin out to become a leading exporter of defibrillators, which are used to treat someone in cardiac arrest. The firm which has developed a global distribution network servicing more than 70 countries was acquired by one of the world’s leading medical technology companies, Stryker Medical, last year.

Turning to the first Growing Something Brilliant Leadership event in 2017 and NI Chamber in partnership with Electric Ireland decided to ‘build’ on the initiative’s success with Christian Majgaard, former Head of Global Brands LEGO, the world’s most recognisable toy brand.

NI Chamber Members Upgrading to Growth Level Agri-Food Greenfields Ireland Construction The McAvoy Group Manufacturing CCP Gransden Our Corporate members represent the leading companies in Northern Ireland who help drive the development of the economy.

Ann McGregor (NI Chamber) and Clare McAllister (Electric Ireland) get building with LEGO.

Professor Mark Durkin (Ulster University Business School); Ciara Donlon (THEYA Healthcare) and Ann McGregor (NI Chamber).

Accounting Exchange Accountancy Services Agency Premiere Circus Business Services NOW Group Charity Payroll Giving In Action Ulster Orchestra Financial Planning and Investment Tilney Hotels & Restaurants Causeway Asset Management Manufacturing GES Group Marketing J D Trading Professional Services Newbridge Financial Planning Public Relations Jago Transport, Storage & Communication EOS Warehousing Newspread

It was a packed out event at The MAC in Belfast and guests heard Christian talk about his job as former Head of Brand and Marketing Strategy for LEGO where he had overall responsibility for the global brand, products and campaigns. He also led the internationally recognised brand into the computer games market and film merchandising with the Star Wars, Harry Potter and Spiderman franchises.

I started this update with politics and so will conclude with it. NI Chamber has joined its counterparts in business and civic society in sending an urgent appeal to local politicians to restore devolved government and get the Stormont Executive and NI Assembly back working. Our plea is the world is moving on…and so should Northern Ireland!

New Corporate Members Construction Gilbert-Ash NI Chamber Members Upgrading To Corporate Level Business Services Beyond Business Travel Training Belfast Metropolitan College Tourism Tourism NI * To become a member of NI Chamber join online at www. northernirelandchamber.com or phone the membership team on 02890 244113.

NI Chamber NI Chamber 23

NETWORKING AT THE GHERKIN IN LONDON

1.

2.

1. Gabi Burnside and Sandra Scannell (NI Chamber).

2. Enda O’Neill (RC Engineering); Seamus McCloskey (Hamilton Architects); Alistair Chambers (McCue Crafted Fit) and Naoimh McConville (MJM Group).

3. Time for a snap at the event.

4. Angela Schettino and Emer Hinphey (Think People Consulting).

5. Rich Dale (Flowlens) and Tom Fairbairn (EcoDepot).

6. Businesses busy networking.

3.

4.

5.

24 NI Chamber

6.

HOUSE OF COMMONS RECEPTION

1.

2.

3.

1. David Middleton (Havas Media) with Mark Lyness (i3 Digital) and Adam Harbinson (CPS).

2. Christopher McGuicken (Big Pixel Creative); Naoimh McConville (MJM Group) and Stanley Russell (APT Fabrics).

3. David Monaghan (Pro Stainless) and Heather Wells (BT).

4. Stephen Pickersgill (Core Five); James Woodrough (Core Five); Barry Flynn (IN2 Engineering) and Tim Gillen (IN2 Engineering).

5. Nigel Walsh (Ulster Bank); Seamus McCloskey (Hamilton Architects) and Angela Schettino (Think People Consulting).

6. Networking in the early evening.

4.

5.

6.

NI Chamber 25

‘LEARN GROW EXCEL’ EXPORT CONFERENCE

2.

1.

1. Steve Sarowitz (Paylocity and Payescape) provided the keynote address on global entrepreneurship.

2. Liam Reid (Diageo); Nick Coburn (Ulster Carpets); Gary Annett (MJM Group) and John Campbell (Host-BBC).

3. Ann McGregor (NI Chamber); Steve Sarowitz (Paylocity and Payescape); Nick Coburn (Ulster Carpets); John Campbell (Host - BBC) and Alan Egner (Power NI).

4. Delegates hear from the export experts.

5. A view of the conference.

6. Marshall Boyd (DSV); Shauna Burns (Beyond Business Travel); Colin Christie (Christies Direct); Norman Ferguson (Northern Innovation) and John Campbell (Host - BBC).

3.

4.

5.

26 NI Chamber

6.

GROWING SOMETHING BRILLIANT LEADERSHIP EVENT WITH FORMER LEGO CHIEF

1.

2.

3.

1. Alana Jones (Alana Jones Workplace Solutions) and David McEwen (Agnew Corporate).

2. Ann McGregor (NI Chamber); Christian Majgaard (former brand chief LEGO) and Paul Stapleton (Electric Ireland).

3. Guests packed into the MAC for the event.

4. Henry Cleary (Bank of Ireland) and Stephen Henry (Stephen Henry Financial Advisor).

5. Christian Majgaard (former brand chief LEGO) makes a point.

6. Christian Majgaard (former brand chief LEGO) addresses the audience.

4.

5.

6.

NI Chamber 27

Christopher Morrow (Head of Communications at NI Chamber) and Cormac Diamond (Managing Director at Bloc Blinds, winner of Export Business of the Year 2016) launch this year’s Chamber Business Awards.

NI CHAMBER BUSINESS AWARDS TO SHOWCASE BEST OF LOCAL BUSINESS FOR 14TH YEAR RUNNING Businesses from across Northern Ireland are invited to compete in the fourteenth annual Chamber Business Awards – hosted by the Northern Ireland Chamber of Commerce and Industry (NI Chamber) and the British Chambers of Commerce (BCC).

T

he prestigious competition is one of the showpiece events in the business calendar, recognising and promoting the best of Northern Ireland business. The Northern Ireland winners will then go on to compete against the winners from 11 other regions across the UK, culminating in a Gala Awards Dinner at the Brewery in London on 30 November 2017.

Two new awards have been added for 2017 – ‘Health and Wellbeing’ which recognises the commitment of a business to the health and wellbeing of its workforce and ‘Best use of Social Media’ which recognises a business for maximising social media to communicate with people in new and innovative ways.

A full list of categories is as follows: • High Growth Business of the Year • Education and Business Partnership • Small Business of the Year

28 NI Chamber

• Export Business of the Year • Commitment to People Development • Best use of Technology • Excellence in Customer Service • Health and Wellbeing – NEW • Best use of Social Media – NEW Christopher Morrow, Head of Communications at Northern Ireland Chamber of Commerce and Industry, said: “The Chamber Business Awards recognise and celebrate the contribution of businesses to their local community and the wider economy.

“We are hearing so many stories from dynamic companies about how they are making a positive contribution to their local communities, and finding new markets for their products and services at home and abroad. Our Awards acknowledge the relentless efforts of these businesses and their talented employees.”

Cormac Diamond, Managing Director at Bloc Blinds, the Magherafelt-based winner of Export Business of the Year 2016, said: “We were delighted to win Export Business of the Year at last year’s Chamber’s Awards.

We have grown our business steadily over the years moving into mainland Europe, North America and beyond. The award win has given us added credibility among our peers to ensure our growth continues as much at home as it does abroad.”

The closing date for entries is Friday 30 June 2017 with entrants being assessed and then declared a winner at regional level on 25 September 2017.

• Businesses can enter the awards online at www. chamberawards.co.uk or for further information you can email awards@chamberawards.co.uk or follow @NIChamber and @chamber_awards on Twitter.

til un ry 17 nt 20 re e fo Jun n p e th O 30

NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

Chamber Business Awards 2017 – Open for Entry Recognising and rewarding excellence in local business, the Chamber Business Awards is one of the UK's most contested and prestigious business award programmes. Each year Northern Ireland crowns a number of local winners who go on to compete against their UK counterparts to be crowned a National winner.

Free entry for members of Northern Ireland Chamber of Commerce and Industry. Nonmembers entry fee ÂŁ199 + VAT.

To view the categories and to enter, visit www.chamberawards.co.uk #chamberawards

www.northernirelandchamber.com

Mairead Meyer, Managing Director of Networks at BT in Northern Ireland with local BT networks apprentices Jonny Hunter, Scott Gilmore and Matthew Morrow.

BT CREATES 100 APPRENTICE AND GRADUATE JOBS ACROSS NI BT has announced that it is recruiting over 100 new apprentices and graduates in Northern Ireland as part of its company-wide drive to equip young people with the skills and training needed to meet the challenges of a changing jobs market.

The majority of the apprentice roles will be engineering based, while the remainder of apprentice and graduate roles will include customer service, software development, fleet management and supply chain management. The jobs will be spread across a number of locations in Northern Ireland including Belfast, Derry/Londonderry and Enniskillen.

Commenting on the announcement, Mairead Meyer, Managing Director of Networks at BT in Northern Ireland, said: “It is an exciting time to join BT as it continues to invest in ultrafast broadband and the roll out of Superfast fibre broadband. We are also preparing for future technologies, including 5G, and so we want to recruit the very best.

Our apprenticeship roles will offer people the hands on experience they need to succeed.

“Young people today need three key skills – literacy, numeracy and tech knowhow. BT is investing in the next generation, helping to train primary school teachers to teach computer science and recruiting large 30 NI Chamber

numbers of apprentices. This is the right thing for us to do if Northern Ireland is to remain a digital leader.”

Scott Gilmore, a recent BT networks apprentice, added: “Joining BT was the best decision I ever made. Throughout my life, I have always been interested in doing a handson and practical job and was lucky enough to be chosen as an apprentice.

“After a challenging and intensive training course, I began work on the programme.

It’s such an interesting job and I have been privileged to learn from the best and to work on some of the most complex broadband jobs across the BT network.

“BT provided me with all the support I needed every step of the way and they have a fantastic ‘buddy’ system in place with qualified BT engineers. I have now completed my apprenticeship and I am delighted to be working as a fully qualified fibre optic engineer. I’d encourage everyone to think about applying for this apprenticeship programme and I highly recommend it!”

BT is committed to building a culture of tech literacy within the UK so that the country remains a digital leader. This announcement supports the recent figures released by BT highlighting that as part of this latest uptake, the company aims to recruit 1,700 apprentices and graduates across the

UK – which builds on the employment of nearly 2,500 in the past two years.

The company also funds and runs Barefoot Computing, a project that helps primary school teachers get confident with teaching computer science. One million children, including 9,105 pupils in Northern Ireland, have already been reached via the programme, which sees primary school teachers provided with resources and training, and BT plans to reach five million UK children by 2020.

BT is one of Northern Ireland’s largest employers. According to a recent report

by Regeneris Consulting, the company supports around 5,440 jobs through direct employment, spending with contractors and suppliers and the spending of employees – and gave a massive boost of £470 million to the Northern Ireland economy in the past year.

• See interview with Mairead Meyer on page 60.

sponsored feature

IS YOUR LAW FIRM AT RISK?

Law firms report 50% increase in cyberattacks. michael brophy, ceo of certification europe, explains how law firms are being targeted by cyber criminals in 2017.

A

recent Smith & Williamson survey of 107 law firms revealed nearly 40% of Ireland’s Top 20 law firms have been the target of a cyber attack, and over 50% of the security breaches reported were caused by malicious software (malware). One-third of the attacks involved ransomware, where hackers usually take control of and block access to computer systems until a sum of money is paid. These types of attacks typically enter an infrastructure by exploiting user and computer weaknesses and vulnerabilities.

Clear Threat The Smith & Williamson report makes clear that cybercrime is on the rise and is one of the biggest emerging threats facing the legal sector.

It concludes that cybercrime is now ‘a clear and present threat to legal practices in Ireland’, and warns that the frequency of attacks will only rise.

It is refreshing to note that a number of the top 20 legal firms have started to invest in information security and cybersecurity, with the first legal practice in the country successfully being certified in 2016 to the international standard for information security (ISO 27001).

However, the legal sector is no different from any other business sector, and while the initial focus will tend to be on technical fixes, the real challenge and risk in information and cybersecurity for most firms will almost certainly

be untrained staff and the outsourcing of key services or activities to subcontractors.

Attractive Target Law firms present a particularly attractive target for cyber criminals. Every legal practice holds sensitive and potentially valuable data on a host of individuals and companies and may have significant client account balances on hand.

The realistic prospect of losing client data or having sensitive and confidential information compromised is likely to keep any Managing Partner awake at night. This year has already seen law firms in the UK singled out as part of industrial espionage attacks, as hackers targeted them in an attempt to obtain merger and acquisition details to facilitate insider trading.

Softer Targets The legal sector is a prime candidate to be targeted as part of an information security and cybersecurity attack. As financial institutions and technology companies up their game in terms of information security standards, hackers will switch their attention to perceived softer targets such as the legal sector, which is still catching up with information security and cybersecurity standards.

Not only could a successful attack on a legal firm provide valuable information on one of their clients that perhaps cannot be breached

directly, but a successful hack may also open the door to a host of sensitive data on the firm’s other clients as well. It is a simple case of effort versus reward. Why target a well-protected company when you stand a far better chance of getting valuable information by targeting their legal advisors, possibly coming away with a bonus of compromised data on hundreds of other companies at the same time?

What Can You Do? It is for these reasons that we have seen many of the leading legal practices in the UK and Ireland turn to globally recognised standards such as ISO 27001 for information security and Cyber Essentials for cybersecurity, which both develop a robust information security framework to tackle cyberattacks and be compliant with European regulations such as GDPR.

For more information about protecting your organisation from cyberattacks and how GDPR will affect your organisation contact our advisors today at www.certificationeurope.com

NI Chamber 31

feature

bright young business brains Pictured at Deloitte’s BrightStart welcome event are Brad Shepherd, 2016 BrightStart student, Professor Gillian Armstrong from Ulster University, Jackie Henry, Deloitte senior partner in Belfast, and Hannah Gates, 2017 BrightStart student.

DELOITTE SET TO RECRUIT RECORD NUMBER OF APPRENTICES

L

eading business and technology advisory firm Deloitte has announced the largest ever intake of apprentices to its award winning BrightStart programme in Belfast.

BrightStart is a five-year professional development programme which helps school leavers to gain an honours degree (BSc in Business Technology) through Ulster University as well as recognised professional qualifications and a job at Deloitte, working for the company’s clients across the UK. A total of 66 young people aged 17 and 18 have been offered places on the programme, an increase from 42 at the same stage last year. This will bring the total number of young people to join the firm through the

32 NI Chamber

Belfast BrightStart apprenticeship scheme to more than 130.

Competition for places on the scheme is also greater than in previous years, with the number of applications increasing by 35 per cent for the September 2017 intake.

This year’s BrightStarts and their parents were welcomed by Deloitte’s senior partner in Belfast, Jackie Henry, at a celebration event at W5 in Belfast.

Jackie Henry said: “We have seen a record number of applications for this third cohort of the BrightStart programme, so we felt it was appropriate to stage this event to congratulate this group of creative and talented young people who have been offered a place on the scheme.

“Deloitte has ambitious growth plans in Belfast and we have realised that there is a rich vein of talent amongst school leavers which we are now successfully tapping into.

We have been encouraged by the quality of talent that we have brought into the business through the programme so far and have every confidence in our latest intake as we extend it for a third consecutive year.”

She added: “The BrightStarts who have joined since 2015 have real energy, drive and ambition and their raw talent is already helping us to be more innovative. Deloitte’s commitment to hiring new talent has been a key component of our strong track record in devising creative solutions to the business issues facing our clients.”

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columnist

GROW YOUR OWN TALENT

I

The skills gap in Northern Ireland has attracted a lot of discussion.

Trevor Annon, Founder and Chairman of Mount Charles, says rather than lament the problem, it’s time to do something about it by increasing investment in training and retention.

34 NI Chamber

t seems that we are forever talking in this country about a skills shortage. The so called ‘brain drain’ began at a time when the political and economic landscape in Northern Ireland was such that you could scarcely blame any young person for upping sticks in search of greener pastures.

With an ever-diversifying set of local industries, our future economic strength depends upon an experienced, fit for purpose workforce. There is already a divide between what our collective workforce can offer and what employers expect and need, and as things stand, it’s not difficult to see what is currently a skills gap becoming a talent chasm.

The trouble is that too many young people – tomorrow’s workforce – are unprepared to prosper and meaningfully contribute to our potential growth. So where will our future workers come from? And where will they get the skills they need to thrive?

Certainly there is an argument that to meet the demand for skilled graduates in the workplace, Stormont, once resurrected, must invest further in higher education to ensure our universities have enough places, lest we lose more of our bright young talent to GB and beyond.

It would be somewhat idealist, however, to think that everyone leaves their degree course with the technical and vocational knowledge that businesses seek so while higher numbers of graduates deciding to stay here might contribute to a lessening of the skills gap, it is not the only solution. There is, after all, more than one way to cook an egg.

I’d like to suggest that there is a compelling case for the business community to consider and invest in the advancement of entry-level employees.

Research suggests that most firms that offer education and training, generally invest more heavily in management training than in bolstering the basic skills of their newest employees.

It’s a typical assumption that it’s the education system, parents or society at large that is responsible for producing work-ready individuals – and wouldn’t it be fantastic if that

were always the case. In reality, the employer should be prepared to take a more active role with entry-level candidates to create valuable and productive colleagues. In essence, the answer is to grow your own talent from within.

The benefits? Employee loyalty, lower attrition rates, improved customer service and community reputation. And best of all, a readymade talent pipeline that will bring about lasting returns.

It’s a principle we’ve followed at Mount Charles for many years, and the proof is in the pudding. We have employees that have been with us since they left school or college, joining us in a role such as Catering Assistant or trainee Chef and progressing to middle and senior management.

These are people that live and breathe the company values, and who have made untold contribution to our growth and success.

In the latter part of 2016 we decided to formalise a process that has been inherent for a long time,

creating a new division ‘Mount Charles Talent’, to manage our ongoing recruitment needs and in house training, thus ensuring we will always have a bank of relevantly skilled people ready to hit the ground running at a moment’s notice, each time we expand and diversify.

First hand experience allows me to say with confidence that a big part of the solution to improving the skills of future workers will come from early investment in existing employees.

We could wait a lifetime for someone else to figure out a strategy that will bridge the skills gap once and for all, sculpting a future-proofed talent pool that will allow us all to prosper and fulfill our potential.

But it is too urgent to wait and it is only by taking matters into our own hands that anything will change.

Let us improve our businesses and ultimately, contribute to a more vibrant and dynamic economy, by equipping our people from the bottom up with the skills we need for a bright tomorrow.

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columnist

SIZING UP SCALE-UPS W PRODUCING BIGGER AND MORE PRODUCTIVE COMPANIES WHICH ARE INNOVATIVE AND INTERNATIONALLY FOCUSED MAKES ECONOMIC SENSE SAYS NI CHAMBER ECONOMIST MAUREEN O’REILLY.

36 NI Chamber

hat does scaling up mean for your enterprise? Is it securing new customers, building new alliances, entering new markets, introducing new production techniques or something else? How would you measure success as a scale-up or high-growth firm?

According to the OECD1 a ‘scale-up’ or high-growth enterprise is defined as an enterprise with an average annual growth in turnover or employment of 20%+ over a three year period, and with more than 10 employees at the beginning of the period. The idea is that this definition distinguishes companies that have achieved sustained growth over a period of time. It excludes micro enterprises (less than 10 employees) on the basis that they tend to show fast growth from a relatively low base.

Why does it matter? It matters because research suggests that scale-ups are more productive with higher levels of productivity twice as common in firms that are scale-ups.

They create more and better jobs, a key indicator for Northern Ireland’s Programme for Government.

They are more innovative and internationally focused. Research

by Goldman Sachs2 suggests that scale-ups demonstrate high levels of innovation, strong levels of export orientation and a high level of internationalisation.

The importance of encouraging more businesses to scale-up has been given increasing policy

focus – the need to make more companies think about how to grow from employing 10 to 50 people or to increase turnover from £10 million to £20 million. A ‘scale-up gap’ has already been identified between the UK compared to the US and other leading economies3. The UK has a far higher proportion of static firms than the US and fewer that are growing.

There is also evidence that the share of high growth firms in the UK has been falling in recent years.

The ScaleUp Institute is a private sector-led body established in 2015 to focus on closing the ‘scale-up gap’ in the UK. Its remit includes spreading best practice about the importance of scale-ups along with providing opportunities for scale-up companies across industry sectors and regions to meet and share ideas.

The Institute also works with policy makers to identify opportunities that will support scale-up businesses and in effect keep scale-ups and their issues at the top of the political and business agenda.

The Institute published a ‘Scaleup Review on Economic Growth’ in 20164 to highlight progress towards addressing the scale-up gap in the UK and to understand what businesses need to allow them to grow faster. Their findings suggested that businesses wanted to be recognised as scale-ups, supported to develop talent leadership, given access to larger corporate clients and to people with the right skills to meet their customer demands. Easier interaction with government was also considered a priority.

The Review makes a number of recommendations. This includes the recognition of ‘scaleup status’ as a formal business classification so that it is easier to identify and understand how these enterprises contribute to growth. It recommends that high quality leadership and mentorship programmes be designed that both support scaleup leadership teams and harness the skills and experiences of those

who have scaled businesses before.

The Review also recommends that central Government make a Minister accountable for closing the scale-up gap and that ‘local governments and local stakeholders should make someone responsible for the same’.

The 2016 Scale up Review also identified enterprises across the UK, which could be considered as ‘scale-up’ using the OECD definition outlined above. It identified 11,575 UK scale-ups in 2015 including 163 enterprises from Northern Ireland5.

They are an eclectic bunch. The overall list does include some of Northern Ireland’s biggest and brightest but equally companies that one might not necessarily expect to see on a ‘scale-up’ index for Northern Ireland. Just looking at the ‘Top 10’ scale-up enterprises alone, sectors include some property and construction companies, a care home provider, a steel manufacturer, a precision medicine company, an electrical fit-out business, an energy firm and a non-departmental public body. Whilst geographically around half of all scale-up enterprises are located in the Greater Belfast area, other main locations are in and around Magherafelt, Craigavon, Portadown, Cookstown, Dungannon and Newry.

Northern Ireland is under represented in terms of scale-ups.

There are an estimated 9 scale-ups per 100,000 of the population here.

The average for the UK is twice as high at 18 per 100,000 population.

The issue has been recognised by the Executive and supporting businesses to scale up is one of the priorities of the Draft Northern Ireland Industrial Strategy6. It includes a specific action to develop a new Business Growth Initiative aimed at supporting high growth potential SMEs to scale up.

My crude estimates suggest that, using the OECD definition, this could mean adding a further 100 to 150 scale-ups to Northern Ireland’s current list. That certainly sounds achievable. If only things were that straightforward!

1. ‘OECD Manual on Business Demography Statistics: High- Growth Enterprises’, OECD, 2008.

2. ‘Unlocking Productivity; Goldman Sachs, 2015 3. The Scale-Up Report on UK Economic Growth, Coutu, 2014 4. http://www.scaleupinstitute.org.uk/ scaleup-review-2016/ 5. The ScaleUp Institute website provides a list of Northern Ireland enterprises which met the scale-up criteria in 2015 - www. scaleupinstitute.org.uk 6. Economy 2030 – A Draft Industrial Strategy for Northern Ireland’, Department for the Economy NI, January 2017

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news Ann McGregor (NI Chamber); Brian Murphy (BDO) and Maureen O’Reilly (Economist for the QES).

Firms resilient but wary Establishing a fully functioning Executive is the key to driving business growth, companies in Northern Ireland have said.

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he latest Quarterly Economic Survey (QES) published by Northern Ireland Chamber of Commerce and Industry (NI Chamber) and business advisors BDO, reveals that firms here believe a stable and working government is essential to drive growth. This, they say, along with no hard border with the Republic of Ireland as a result of Brexit and a lower Corporation Tax rate, should be the key priorities of any future NI Executive in supporting business and the wider economic growth in Northern Ireland.

Other important actions include a freeze/reduction in business rates, greater investment in infrastructure, addressing issues around government procurement, tackling rising energy costs and better support for exporters.

Overall whilst the findings indicate that business growth is steady, investment intentions remain weak in the wake of Brexit with almost 1 in 3 businesses putting business growth plans on hold.

Businesses are also continuing to feel inflationary pressures, with manufacturers reporting rising raw material costs as the key pressure on prices – at its highest since Q4 2011. Firms are however trying to make efficiency savings rather than passing

38 NI Chamber

these costs on to customers. Also, despite increasing recruitment intentions, more than two-thirds of businesses are experiencing recruitment difficulties.

The manufacturing sector’s domestic (UK) sales balance continued to improve and the orders balance moved from negative to positive for Q1. However, the sector has not had the same pick up in export sales as some other UK regions and its export order book remains weak. More manufacturers have taken on staff in the last 3 months and are continuing to expand their workforce.

Meanwhile, the service sector’s performance for Q1 2017 was not as strong as Q4 2016, but held steady. The domestic and export sales balances remain relatively strong on previous performances.

Employment balances remain positive.

Overall, business confidence is holding up in both the manufacturing and services sectors.

The survey also revealed that businesses are feeling strongest pressure from rising import and raw materials costs, particularly local manufacturers, with Northern Ireland ranking 2nd highest across the UK regions on this measure. This is impacting on around 60% of businesses with half of those feeling the pressure strongly. The wider business population anticipate some pressure from rising energy and property costs over the next 12 months.

Recruitment intentions are still relatively strong for both sectors in Q1 2017 with around two-thirds of members in each sector trying to recruit new staff over the last 3 months.

However, both manufacturing and services are experiencing significant recruitment difficulties with 75% of manufacturers and 65% of services stating that they have had difficulties finding suitable staff, particularly professional/managerial staff and skilled trades for manufacturers.

Meanwhile the third Quarterly Economic Survey Brexit Watch findings would suggest that a core of businesses continue to feel an immediate impact from the UK’s vote to leave the EU. Almost 1 in 2 businesses experienced an increase in costs this quarter due to sterling’s devaluation, particularly rising raw materials costs for manufacturers. Around 20% of businesses have stated that turnover has fallen because of the result although for 10% turnover has actually increased.

It has been a more mixed response for exports with 12% of businesses seeing a boost to exports due to Brexit while for 11% exports have fallen. Brexit has had a largely negative effect on business growth and local investment plans. A total of 27% have scaled back/put on hold investment and recruitment plans within Northern Ireland.

Commenting on the overall survey results, Ann McGregor, Chief Executive at NI Chamber, said: “In the here and now, many businesses are resilient and experiencing solid growth. However we do not know how long this will continue, especially in light of the current political situation in Northern Ireland. Businesses do not like the current uncertainty caused by the lack of an Executive – especially given uncertainties already created through Brexit and the Prime Minister’s decision to call a General Election in June.

“The rise in inflation seen since last year’s EU referendum is the biggest immediate pressure facing most firms. Whilst manufacturers have enjoyed a good quarter, they are facing higher costs at the factory gates, which increasingly translates into companies having to raise their own prices. With inflation already above the Bank of England’s target, this squeeze on business looks set to continue in the medium term.

“The myriad of upfront costs imposed by government – including business rates, Apprenticeship Levy, National Living Wage and Auto enrolment – are all adding to the overhead costs of firms and the pressure on prices.

“Overall, the survey demonstrates the fact that there are longstanding structural issues here at home that we need to tackle to sustain success in the future. The competitiveness of firms depends on a fully functioning NI Executive, with a bold domestic economic policy, and a good Brexit deal.”

aNaLySIS

By BRIAN MURPHY, pARtNER, BDO NORthERN IRElAND

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he first quarter of 2017 has presented further challenges, yet business growth has remained consistent reflecting a conservative confidence and quiet resilience. While that’s a remarkable achievement given the political and economic changes, we need to ask how long it can last.

Inflation has been accelerating in recent months and is a considerable risk to the uk’s growth prospects as businesses face rising costs and pressure to raise prices. Continued inflationary pressure results in consumers paying more, from the petrol pumps to the check-out tills. therefore, many businesses who are planning to award pay increases in the year ahead may in fact find that the value of pay cheques may be less.

If higher inflation squeezes consumer spending as we expect, the current strength in business activity may not be enough to prevent a period of more muted economic growth. within the retail sector, in particular, there are concerns about the combined impact of rising costs, weaker consumer demand and continued political and economic uncertainty. there’s no doubt that businesses are adapting to the changing environment and are seeking out new opportunities, but without stability and certainty on key issues their ability to maximise growth and employment potential is weakened.

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TAKING ACTION ON CYBER CRIME The greatest cyber risk to companies remains poor IT processes warns Sinead Dillon, Principal Consultant, Fujitsu.

40 NI Chamber

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atest figures from the PSNI report that Northern Ireland lost at least £13 million through online fraud last year. Dealing with more than 300 requests a month relating to cyber incidents, they also report that 9 out of 10 large organisations have reported suffering a cyber breach and that one in 10 people will be victims of cybercrime.

Against this backdrop, it is clear that businesses – and individuals – need to invest time and resources in protecting their assets. With an ever evolving digital landscape the question remains, what are the greatest security risks facing businesses and how can we secure our data?

In our 2017 Threat Predictions Report, Fujitsu identifies 10 of the greatest cyber security risks to enterprises. The biggest problem will still be the basics. While we would like to say that all your security ills will be down to sneaky hackers, the real villain is much more boring. Failure to keep up with basic IT practices and processes is what is most likely to leave you open to cyber breaches.

One particular weakness identified in our report relates to encrypted channels that provide external access to the heart of critical computing systems.

These are designed to give remote workers easier access to networks, but when taken over by a cybercriminal, can mean that nefarious activities are largely undetectable. To protect against these ‘blind spots’ organisations need to review their monitoring capabilities, logging levels and work to identify what known good scripts are in use across their networks to have the ability to detect malicious attacks where possible.

Companies should also be more vigilant in managing banking applications, another hot favourite for criminals.

We predict that the year ahead will see more attacks to banking payment systems and expect further growth in Trojans targeting older, more vulnerable back office applications.

Although international banking networks are moving to establish mandatory controls, there is still a window of opportunity for cybercriminals.

Smart cities could also find themselves targeted as many of the protocols designed for connected devices have their own potential flaws and vulnerabilities. Last year, we saw how hackers were able to take over motorways signs but there is a potential

for even more dangerous breaches such as attacks on smart lighting grids across entire cities. As such, there should be an added impetus on the security of smart city control platforms.

While enterprises are protecting customer data, there is an ever increasing need to educate consumers and businesses against cyber fraud and theft. Immediate measures that all businesses can take to better protect themselves include regular ICT ‘housekeeping’ such as checking password protection, two-factor authentication, carrying out risk assessments and IT health checks. This is essential to ensure your processes and systems are up to date and resilient against threats. Part and parcel of this includes educating employees on your IT security protocol. ICT housekeeping should also include checking who has access to what. Many organisations can be too generous when it comes to system access privileges for regular users. As a consequence, companies are needlessly vulnerable to data loss, theft and external system disruption.

We believe that Artificial Intelligence (AI) will become a game changer in enterprise security. AI can immediately identify anomalies, for example in web traffic patterns. Such early warning systems

allow security professionals to take a proactive approach to risk mitigation, aiming to eliminate threats before they become problems. A key role of ICT companies here will be to try and stay ahead of cybercriminals if they also adopt AI and machine learning technologies.

Northern Ireland has a vibrant cyber security sector with a number of companies like ourselves operating in key areas such as AI, application security, fraud detection, security intelligence and compliance. Northern Ireland is uniquely placed to become a cybersecurity powerhouse given our specialist research clusters and we are pleased to welcome AppSec EU 2017, one of the biggest events on the international cyber security calendar, to Belfast this May. The conference provides us with an opportunity to highlight the scale of Northern Ireland’s growing cyber software experience to delegates from around the world.

Cyber security is always presenting new challenges and staying ahead of each year’s fresh security threats is no easy task. But with a little more care and foresight, our research and analysis suggests that companies could have prevented many of the attacks that happened in 2016 and can arm themselves against future threats.

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MY AMBITION IS TO...

ORLA MCGREEVY, BUSINESS DEVELOPMENT EXECUTIVE AT 4C EXECUTIVE.

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y first journey into the world of business was at St Dominic’s Grammar School, Belfast, where I studied Business Studies. The school really encouraged every pupil to push herself and pursue her strengths, and having this strong support behind me enabled me to achieve the highest mark for Business Studies A-Level across Northern Ireland.

Through St Dominic’s I was introduced to Young Enterprise Northern Ireland (YENI), where I was part of a team that created a business plan for

personalised and seasonal gifts/artwork, raised share capital and ultimately marketed and sold these both internally and externally across various centres in Northern Ireland. I was responsible for the marketing and branding function, which culminated in the opportunity to present our business at the Final Conference at the King’s Hall in Belfast. YENI is a really inspiring charity and had a big impact on me – really sparking and nurturing my interest in business and entrepreneurship.

It was also around this time that I started to become involved in the third sector, through Praxis Care Group, various homeless charities and animal shelters. This engagement at a community level was something that was instilled from my upbringing and is something I continue to be involved in through the NSPCC. Alongside business, I always had a passion for the arts and decided to pursue this at Queen’s University, where I studied for a BA degree in English with Creative Writing. However, my strong interest in the world of business never left me and, following graduation, I actively sought opportunities to combine this with my creative flare.

My current role as Business Development Executive at 4c Executive allows me to do exactly this – to support the team in growing a successful and commercially-driven business. I play a dual role in supporting 4c’s growth by implementing the firm’s marketing strategy, as well as implementing initiatives to establish and build strong relationships with new and existing clients and stakeholders.

On a daily basis I am promoting 4c through both one-to-one and ‘one-to-many’ communications, utilising multiple marketing channels to convey 4c’s unique service offering and values, as well as meeting with potential clients, liaising with design,

media and PR teams.

For me, the best part of my role is having the opportunity to immerse myself in such a wide variety of Northern Ireland businesses across a diverse range of sectors and industries. On any given day I can be visiting a client at a large manufacturing facility, wearing a hardhat and steel cap shoes, then going straight to visit a professional services firm. Be it planning high-end networking events, drafting business related articles and tenders, brainstorming straplines and marketing communications or speaking with a client about a particular senior leadership role within their business – no day is ever the same and I love that.

When I started at 4c three years ago, just a few months after the business launched, our target was to be appointed to fill seven assignments in year one. However, we massively exceeded that target and in just three and a half years have been retained on over 150 senior-level, business-critical roles in Northern Ireland and GB. Working for a firm that continues to excel every day in this way is hugely rewarding.

Every day I benefit from the thrill and excitement of working in an extremely fast-paced environment, working as part of a growing team that isn’t afraid to push the limits and set new standards in Northern Ireland.

My ambition is to truly make an impact in the world of business – not only in 4c, but also in the wider business environment in Northern Ireland. My belief and heart felt passion for the third sector has strengthened over time alongside my community involvement and enthusiasm for all that I do. That is exactly the culture that has underpinned 4c’s success, and is hopefully the approach that will help me to achieve my ambitions!

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NI Chamber 41

SHOWCASING THE BEST OF AGRI-FOOD INDUSTRY

By Cormac McKervey, Senior Agriculture Manager, Ulster Bank.

Agri-business has been through significant change in recent years.

Operating in a more globalised market has meant responding to larger pressures of supply and demand, as we have seen in the milk industry for example. But not all changes are solely negative – the depreciation of sterling, while impacting on imports, has provided a significant boost to the price competitiveness of goods that we sell in the Eurozone – and given that our largest export market in Northern Ireland is the Republic of Ireland, that has provided some signs of the opportunities that are available for Northern Ireland’s producers.

There are some grounded and realistic reasons for optimism. Although it sometimes doesn’t feel like it, Northern Ireland is blessed with a climate to produce good, high-quality food from grass, and sells produce to highly-sophisticated local food processors who in turn have good routes to market. We have well-trained, business-focused young farmers from our agri colleges. The industry is supported by government and industry bodies like

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Cormac McKervey, Senior Agriculture Manager, Ulster Bank; Cyril Millar, RUAS President and Richard Donnan, Head of NI, Ulster Bank get ready for the Balmoral Show.

CAFRE and is recognised as being a core part of our economy. The agri-food sector is very resilient in the face of changes in commodity price fluctuations.

In part, the resilience has been built up because of an increased integration of technology with this proud heritage of support and interest in the agri-sector. Newly established discussion groups are helping young farmers share ideas and best practice. Technology is improving the logistics of tasks like reseeding, grassland management, herd and soil health checks, and is having an impact on longer-term financial planning – enabling farmers to manage debt and plan their investment in a cyclical industry, as well as fix their costs when dealing with global markets as a form of risk management.

The Balmoral Show, which takes place 10-13 May 2017, is an event where heritage and technology are on display, and everyone can get a good look at some of

the future possibilities of farming and food production in Northern Ireland. Ulster Bank is pleased to be centrally involved with the Show as it moves to a four-day format – enabling even more people to get the opportunity to engage with the business and social sides that the Show has to offer.

With around 100,000 people in employment supported by the food & drink sector supply chain there are really important reasons for us as a bank to encourage collaboration, interaction and the sharing of best practice. It’s for this reason that the Balmoral Show is a special event that renews and strengthens the bonds of rural communities across Northern Ireland, and a way that we feel we can provide really meaningful help for what matters to our customers.

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42 NI Chamber

TIME TO REASSURE STAFF OF WORKPLACE RIGHTS AMID BREXIT UNCERTAINTY Emma-Jane Flannery, Employment Law Partner at leading law firm Arthur Cox, examines the expected impact of the triggering of Article 50 on businesses.

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he triggering of Article 50 has set in motion the Government’s ‘Brexit timetable’.

However, while businesses now know approximately when the UK will leave the European Union (EU), significant uncertainty remains about what it will mean for employers when the exit actually occurs.

Although some changes to employment laws are anticipated, nothing radical is expected, as the principles of EU law relating to the workplace are already largely embedded in the UK’s domestic legal framework.

However, with Brexit negotiations not due to conclude until 2019, it is still some time until there will be any certainty on the matter.

A key challenge for businesses over the next two years, therefore, is to provide reassurance to employees regarding their continuing rights in the workplace.

This will be of particular concern in sectors such as manufacturing and agrifood, where a large proportion of staff are typically made up of EU nationals born outside the UK. Many businesses have prudently commenced their preparations by carrying out a workforce audit to determine which staff members are likely to be affected by Brexit.

Businesses currently going through this process are finding that some staff are already in a position where they can seek

to remain in the UK to work indefinitely, regardless of the outcome of Brexit negotiations.

That is because EU nationals who have worked in the UK for six years are eligible to stay in the country by seeking either indefinite leave to remain or British citizenship.

Submissions can be made once the applicant is at the beginning of their fifth year in employment in the UK, so that even those who have worked in the UK for just two years currently could be eligible when Brexit actually occurs.

A workforce audit will go some way to reassuring EU nationals, but HR teams are also advised to revisit their antiharassment, anti-bullying and grievance procedures in light of reports of rising racial tensions and the potential impact of this issue in the workplace.

Employers are encouraged to be vigilant in this regard and to ensure that managers are adequately trained to deal with such matters effectively.

The recent announcement of a UK General Election on 8th June 2017 has added an extra dynamic to the debate around Brexit negotiations.

It is anticipated that the implications for employment laws will become clearer over the coming months and years but will be largely dependent on any trade agreement that results from the talks.

Some areas of employment law are considered more susceptible to changes,

such as holiday pay, working time and TUPE. Statutory paid holiday is now well established in the UK, but some aspects are deeply unpopular with employers.

The recent set of cases on holiday pay such as Lock v British Gas Trading Ltd, for example, have confirmed that an employee’s holiday pay, which had been calculated solely on his or her basic salary, ought to have also included other payments such as commission.

This opened the door for thousands of workers whose total pay is heavily reliant on payments above their basic salary to claim these additional payments as part of their holiday pay, thus increasing costs for employers.

It would be no surprise, therefore, if the UK Government used the opportunity of leaving the EU to retreat from some decisions of the Court of Justice of the European Union.

In the meantime, business owners should move to provide reassurance to employees and seek professional advice on workplace auditing and guidance around securing residency for affected staff.

The Employment Law Team at Arthur Cox is well positioned to advise on all aspects of employment law. Call +44 28 9023 0007 for further information from Emma-Jane or your regular Arthur Cox contact.

NI Chamber 43

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SUPER SIX

The things I’ve learned in business

Tracy Hurst is the Global Head of Sourcing Operations at Alexander Mann Solutions. The global talent acquisition and management firm employs over 3,500 talent specialists servicing 11+ sectors in more than 80 countries. Tracy’s role is to ensure effective talent sourcing is being delivered, leading over 400 talent specialists globally for over 65 blue-chip clients.

Tracy also recently spent time establishing and growing Alexander Mann Solutions’ Global Client Service Centre in Belfast which opened its doors in 2015 and now employs over 200 people on Great Victoria Street in the city.

1. Create a vision – and repeat it often.

Our fast-paced modern working world often causes information overload, so it’s critical to repeat your most important message of vision and purpose. This keeps it fresh in minds and makes it more likely that goals will be achieved.

2. Stay focused on outcomes.

We are simply obsessed. Obsessed with

how busy we are and how much we are actually getting done. For me, giving importance and recognition to results and outcomes achieved, instead of actions completed has led to more empowered workplaces and more effective delivery of results. Paired with effective communications about expected results and governance over critical tasks, quality and capacity, the return on this approach has been significant.

3. Walk in your customers’ shoes.

Clients value that you are spending your time effectively, thinking about them, communicating openly, and giving your best in delivering to them. In my experience, thinking about clients first generates better outcomes, makes internal decision making easier and can help to normalise change within an organisation.

4. Accept perception as the reality you are working with.

Accept that what someone says about your business is their reality. To combat negative perceptions, and continue to preserve positive viewpoints, it’s helpful to encourage dialogue, listen openly and work on how to continuously encourage positive notions.

Effective communication is usually at the top of my list when it comes to overcoming these issues in business. As a general rule I think that you can communicate too much information, but rarely too often.

5. Look for disagreement to build better ideas.

Isn’t it great when everyone agrees with each other, and even better when everyone supports your ideas? While it has been important to find people who will support my ideas I have found equal value in those who want to make them better and offer different perspectives, as well as highlighting risks and issues I may not have considered.

Without balanced views about ideas, significant time and money can be wasted unnecessarily.

6. Adapt to your market.

Very few products or services succeed on a ‘one size fits all’ basis. Spending time understanding new customers (and more importantly, always identifying the needs of your current customers before they even realise they have them) makes it easier to deliver what is vital and will lead to more successful relationships.

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columnist

tECH SCENE ROUND UP

Belfast gains top marks with ‘old school’ technology, flying carS to take off and financial fraud on the increase. It’s all happening in the tech world as Phil Hoey from Sync NI reveals.

‘OLD SCHOOL’ TECHNOLOGY HELPS PUT BELFAST AT TOP OF UK LEAGUE TABLES Northern Ireland’s capital city is becoming an increasingly important tech cluster for the cybersecurity sector, and is also home to a small but fast-growing fintech cluster as well as a thriving software development sector and burgeoning game development industry.

However, it’s a rather more ‘old school’ technology that has helped put Belfast at the top of the UK league tables recently – aeroplanes.

New data from the Civil Aviation Authority has revealed that Belfast International Airport’s service to London Gatwick has topped the league tables as the UK’s busiest domestic air route, overtaking the Edinburgh-Heathrow route for the first time to clinch the top spot.

And that’s not all. In addition to having the busiest domestic route, the CAA’s figures reveal that Belfast International has also overtaken London Gatwick to become the UK’s fourth largest airport for domestic flights, and now sits just behind Edinburgh, Heathrow and Glasgow in the domestic traffic ‘league table’.

With the Belfast-Gatwick air route playing an important role in connecting local startup founders and business leaders with investors, customers and business partners in London, it seems certain the route will continue to go from strength to strength in the months and years to come.

FLYING CARS ARE ABOUT TO BECOME A REALITY Flying cars have been the stuff of science fiction for at least half a century, but they have always been little more than a pipe dream. Until now.

AeroMobil, a European startup that is developing actual, real-life flying cars, has confirmed that it is ready to begin taking pre-orders – and its flying cars will be certified for use in Europe.

The AeroMobil will be able to transform from car mode to flight mode in less than 3 minutes, and will be capable of achieving a maximum flight speed of 224mph.

On the ground the vehicle will be capable of achieving a speed of 100mph at full throttle.

When it comes to safety, the startup’s flying car will feature airbags that are designed to deploy in either a land-based incident or an airborne one, and the craft will also have a parachute for emergency landings during flight mode.

However, since the AeroMobil will be driven while on the ground and piloted while in the air, the owner will require both a driving licence and a pilot licence.

The flying car will also be prohibitively expensive, at least initially – the price tag for the limited first of the AeroMobil will be somewhere between €1.2 million and €1.5 million.

Want to be the first to find out what’s happening in Northern Ireland’s tech scene?

Stay up to date with www.syncni.com or follow us on Twitter @syncni

FINANCIAL FRAUD COST THE UK £2 MILLION A DAY LAST YEAR The UK lost £2 million each and every day last year as a result of financial fraud, according to recent data from Financial Fraud Action UK, a membership organisation that educates consumers about financial fraud on behalf of the UK payments industry.

The organisation’s figures reveal that the total cost of financial fraud to the UK economy in 2016 amounted to £768.8 million – and poor cybersecurity procedures, by both consumers and small businesses, was a major contributing factor.

While cheque fraud and payment card fraud remained prevalent in 2016, ‘remote banking fraud’ (where cybercriminals gain access to a banking customer’s mobile or internet banking service) is continuing to grow at a very fast pace – and poor cybersecurity measures, such as weak passwords, a failure to detect and remove viruses or a failure to detect and prevent phishing attempts, is a major cause of this type of fraud.

46 NI Chamber

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Margaret Allen (second from right) pictured with her family.

mums with power Margaret Allen is Director of Procurement & Capital Projects at Mount Charles.

She is married to John and the couple have three children, Nicole (19), Georgia (17) and Alexander (14).

DESCRIBE YOUR JOB My primary day-to-day focus is on procuring everything we need to manage our contracts and the other side is mobilising Capital Projects alongside the operations team.

No two days are the same, and while based at Head Office in Belfast, I could be anywhere in Ireland or England negotiating a new supply chain or managing current relationships which could involve procuring anything from a full kitchen, M&E requirements to the basic food and beverage topped off with the logistics from site A to site B. It can mean being away from home for several days or indeed a week depending on timelines.

I’m fortunate to have been part of the mobilization and success of key contracts such as Ulster Rugby, Exeter International Airport and Belfast International Airport.

One of my most recent projects was the completion of a refurb at Moy Park in Dungannon, a site that is special to me as it’s where I started my career with Mount Charles in 1990.

WHAT IS YOUR FAVOURITE PART OF THE DAY? Morning as I’m an early bird. My husband works shifts so I have to be flexible; I’m either on the road early or out with the dogs and taking care of household morning chores.

Now that Nicole and Georgia are driving it’s really changed our general pattern, well that’s once you wake teenagers!

WHAT DO YOU DO TO ENSURE A WORK/LIFE BALANCE? These days I maintain a healthy lifestyle and de-stress from the day by walking my dogs and going to exercise classes in my local gym.

It’s always been really important to me to switch off and spend my down time with my three children and our wider family.

My mother suffered a severe head injury 16 years ago which placed great pressure on the family circle but suffice to say it’s made us all stronger. I still love to get out an about on the farm however, while I work hard, there’s

48 NI Chamber

no way I work the hours that my family work on the farm!

HOW DOES HAVING A CHILD IMPACT YOUR PERSONAL AND WORKING LIFE? I have to admit I have sacrificed some quality time with my family; however I wouldn’t change that for the job I am in today.

My children have watched me work very hard all my life, which has shown them what it takes to be successful. I know it’s had a positive effect on them and their work ethic, which makes me proud.

ARE WORKING MUMS IN GREATER NEED OF STATE SUPPORT THAN STAY-AT-HOME MUMS? I definitely agree with this as working mums obviously work long hours and aren’t around during school hours. I have had the support of my husband and a superb childminder who is now one of my best friends.

Without this support I wouldn’t have succeeded especially in my children’s younger years. Juggling a career and a family is draining at times but is worth it and I am very fortunate to have managed both.

I can totally appreciate stay at home mums really wanting to experience their children’s development and not missing out but it’s different for everyone. I returned to work when the children were 12 weeks, I simply functioned better and I am happy to say with the support around me, my children have enjoyed a very happy childhood.

DO YOU THINK YOU WILL ALWAYS REMAIN IN EMPLOYMENT? Yes, I couldn’t imagine not working. I have been loyal to Mount Charles and that has been reciprocated but at some point hopefully I can slow down a little and maybe take up a new hobby! I would love to become more involved with Huntington’s Disease NI as my sister suffers from the disease. As yet, life is still too hectic so I am best to not over promise!

The Speckled Hen Award winning Pub & Dining Room Food Served Daily Beer Garden, Nano Brewery Large Selection Craft Beers & Ciders

47 Derriaghy Road, Lisburn BT28 3SH Tel: 028 9061 1113 Email: speckledhenlisburn@gmail.com

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2017

SOFTWARE FIRM PROVIDES A SOLUTION FOR NI CHILDREN’S HOSPICE

B

elfast software firm Pinnacle has provided a perfect solution for Northern Ireland Children’s Hospice after it signed up for the charity’s Time To Care initiative, which supports the salaries of hospice nurses.

Time To Care, partnered by major local companies such as Van Rath and Nambarrie, allow the corporate sector to directly fund nursing salaries, enabling Northern Ireland Children’s Hospice to continue to provide the highest quality palliative care to babies, children and young people.

Pinnacle Computing will support NI Children’s Hospice senior staff nurse Ciara Barry, a Queen’s University graduate who joined the charity in 2013.

Ciara, who holds an Art and Design degree as well as her Paediatric Nursing degree, said: “Working as part of a care team, we provide individualised nursing care and support to children and young people with life limiting conditions. It is a privilege to walk alongside these children and families in their journey and provide them with the opportunity to make precious memories and spend quality time together as a family.

“To receive this support from Pinnacle is great for both me and Northern Ireland

Children’s Hospice – it provides comfort for us and our children because we depend heavily on the goodwill of the corporate sector and the community.”

Ken Montgomery, Chairman of Sage specialists Pinnacle, said: “The Pinnacle business started in Belfast in 1993 and although it is now a national company with offices throughout the UK and Ireland its roots remain

firmly in Northern Ireland.

“As a successful local company, we at Pinnacle feel it is important to put something back into the community and have a proactive strategy to do this. To this end we are delighted to be involved with Northern Ireland Children’s Hospice and the great work it does. The dedication and commitment of the staff is truly inspirational.”

Northern Ireland Children’s Hospice senior staff nurse Ciara Barry and Ken Montgomery, Chairman of Pinnacle Computing.

Expert support and new connections to grow your business

Ask in branch or visit bankofireland.co.uk

ENTERPRISE WEEK

12 - 19 MAY @BankofIrelandUK Bank of Ireland UK is a trading name of Bank of Ireland (UK). Registered in England and Wales (No. 7022885), Bow Bells House, 1 Bread Street, London EC4M 9BE.

OMI013025 Ambition Advert v4.indd 1

50 NI Chamber

Northern Ireland’s Enterprise Bank

25/04/2017 15:44

NI CHAMBER’S CORPORATE CHAMPIONS In the second in a series, Ambition highlights NI Chamber’s Corporate members who represent leading companies that are powering ahead with investment, innovation, entrepreneurship and job creation and in the process are helping to develop the Northern Ireland economy.

NI Chamber 51

areas, including corporate transactions, restructurings, commercial contracts, property, banking, employment and litigation.

COMPANY NAME: A&L Goodbody WE EMPLOY: 113 in Belfast and 753 across the entire firm.

WE ARE BASED IN: Belfast, Dublin, London, New York, San Francisco and Palo Alto OUR MD/CEO IS: Mark Thompson (Belfast Head of Office) WHAT WE DO: We are a leading corporate law firm in Northern Ireland, advising the domestic and international business community. Our Belfast office provides a comprehensive range of services to clients across a wide range of practice

OUR BIGGEST ACHIEVEMENTS ARE: Having a reputation for quality and fairness in the local market, as evidenced in the most comprehensive and reputable legal directories and in our recent awards: • Band 1 Corporate Law Firm – Chambers and Partners (2017) • Tier 1 Corporate Law Firm – Legal 500 (2016) • Northern Irish Law Firm of the Year 2015 (Legal 500) OUR AMBITION IS TO: Continue to provide consistently excellent service and commercially focused advice to our clients.

WHAT SETS US APART: We have a strong culture of collaboration at A&L Goodbody, with both our clients and across all areas of our Firm. We believe this approach sets us apart from others and gives our clients better solutions, faster and more cost effectively.

We are also uniquely positioned in the legal market, offering a fully integrated service across the island of Ireland. Our Belfastbased, market leading team combines local expertise with the strength and resources of a global law firm.

FIND US AT: W: www.algoodbody.com T: @ALGoodbody

OUR BIGGEST ACHIEVEMENTS ARE:

centred conference, which brought together

To have, with the support of our partners,

leading business and industry experts,

secured top billing in the Best Food Story

regeneration and heritage specialists to

and the Roots to Market categories of the

explore methods to deliver real benefits to

NI Year of Food and Drink Awards for our

our towns and cities, communities and the

COMPANY NAME: Armagh City,

pioneering Food Heartland initiative. These

economy.

Banbridge and Craigavon Borough Council

accolades recognise the concerted effort to

OUR AMBITION IS TO:

WE EMPLOY: 1,400

champion the area’s quality food offer, food

Grow the local economy by leveraging the

WE ARE BASED IN: Armagh, Banbridge

provenance and industry focus on a national

strength of our people, our long-established

and Craigavon

and international scale.

business base and our strategic location.

OUR MD/CEO IS: Roger Wilson

With the Department for Communities, we

WHAT SETS US APART:

WHAT WE DO:

have secured £11 million for regeneration

The new enlarged Council brings together

We cover a wide and diverse range of

improvement works right across the borough

a unique tapestry of contrasts: ancient-

departmental responsibilities including new

including Lurgan town centre, Portadown,

modern, urban-rural, industrial-agricultural,

Planning powers, Community Planning,

Craigavon Centre, Keady, Richhill and

waterways-roads and railways and it is these

Economic Development, Environmental

Banbridge. We are also delivering an £8

differences that sets us apart from anywhere

Services, Tourism, Arts and Culture etc.

million rural development programme

else in Northern Ireland and continues to offer

which are underpinned by key support

in partnership with the Department for

exciting opportunities for the future.

functions to deliver outstanding public

Agriculture, Environment and Rural Affairs.

FIND US AT:

services for the benefit of all our citizens,

In a first among Northern Ireland’s local

W: armaghbanbridgecraigavon.gov.uk

businesses and visitors.

authorities, we headed up a regeneration

T: @abcb_council

WE EMPLOY: 360 WE ARE BASED IN: Craigavon OUR MD/CEO IS: Harry Geddis & Derek Geddis (Co-Chairman), George Senninger (MD) WHAT WE DO: We develop and manufacture a range of fresh products including coleslaws, side salads, noodles, sauces, soups, vegetable accompaniments, porridge and bakery products.

COMPANY NAME: Avondale Foods (Craigavon) Ltd

OUR BIGGEST ACHIEVEMENTS ARE: Building our business to now account

for an estimated 25 per cent of retail packs of coleslaw sold in the UK. OUR AMBITION IS TO: Increase our market share in prepared salads and cement our position as a leading supplier in all our product areas.

WHAT SETS US APART: A continual programme of product development is at the centre of the company’s continued success.

FIND US AT: W: www.avondale-foods.co.uk

52 NI Chamber

NI Chamber 51

OUR MD/CEO IS: Des Crowley, Bank of Ireland UK Chief Executive; Ian Sheppard, Regional Director Northern Ireland

COMPANY NAME: Bank of Ireland (UK) plc WE EMPLOY: 2,200 across the UK WE ARE BASED IN: Belfast, Bristol, London, Solihull and 28 branch/business centre locations across Northern Ireland

WHAT WE DO: In Northern Ireland, Bank of Ireland UK is a full service retail and commercial bank. Our asset finance business trading as Northridge Finance is based in Belfast.

OUR BIGGEST ACHIEVEMENTS ARE: The strong and lasting relationships that we develop with our customers and partners.

We are proud of our deep roots and association with communities, organisations and businesses in Northern Ireland.

OUR AMBITION IS TO: Build our business and help to realise the ambitions of individuals, businesses and communities across Northern Ireland.

WHAT SETS US APART: Our focus is on serving our customers and we achieve this through being fair, accessible, committed and easy to do business with.

FIND US AT: W: Bankofirelanduk.co.uk T: @BankofIrelandUK

deliver professional services such as Audit, Tax and Advisory to Northern Ireland indigenous companies, shareholders and entrepreneurs.

COMPANY NAME: BDO Northern Ireland WE EMPLOY: 169 WE ARE BASED IN: Belfast OUR MD/CEO IS: Peter Burnside WHAT WE DO: BDO Northern Ireland is part of the BDO International network. The network employs 64,500 people across 154 countries. Whilst leveraging form our global network we aim to

OUR BIGGEST ACHIEVEMENTS ARE: Providing careers not just jobs at BDO Northern Ireland. Last year we created up to 43 new positions that will contribute over £1 million per annum to the local economy. With 12 of the roles already filled, we are continuing to recruit and are committed to investing in and developing the local marketplace, creating as many employment opportunities as we can.

OUR AMBITION IS TO: Be the leading business adviser for Northern Ireland organisations, entrepreneurs and shareholders and to be a key influencer in all professional networks and support the Northern Ireland economic engine. In doing so, we want to be known as an employer of

in people by enhancing their skills, knowledge and career opportunities through the power of learning.

OUR MD/CEO IS: Marie-Thérèse McGivern

OUR BIGGEST ACHIEVEMENTS ARE: Having been established in 1906, we are still the largest and longest established further and higher education college in Northern Ireland and welcome 37,000 annual enrolments. We commit to leading the city to work by providing training and academic qualifications for all abilities from level one right up to degree level.

We also pride ourselves on our outstanding provision for individuals with learning difficulties and disabilities.

WHAT WE DO: We offer a broad range of world-class, innovative, vocational, economically relevant courses and apprenticeships. We reach out to learners of all levels and abilities; investing

OUR AMBITION IS TO: Make a fundamental impact on the economic and social success of the city of Belfast and beyond by equipping its people, employers and communities

COMPANY NAME: Belfast Metropolitan College WE EMPLOY: 1,010 WE ARE BASED IN: Belfast - Millfield, Titanic Quarter, Castlereagh, E3 Springvale

choice where we encourage people to be themselves.

WHAT SETS US APART: Our values and our people. We believe the people we attract, and retain, combined with the technology we deploy, is changing the face of accountancy. Five of our 10 Partners started as trainees and this is testament to our commitment to develop our people.

We believe the clients which we represent are ambitious, entrepreneurial and are playing their part on the global stage thereby contributing significantly to the Northern Ireland economy.

FIND US AT: W: www.bdoni.com T: @bdoni

with the education and skills for work. For generations, the city has looked to Belfast Met as the source, place and mainstay of technical and professional training. The quality of our provision, together with our commitment to bringing the life-changing benefits of education and skills to every individual and every community, ensure we remain as relevant today as we did in 1906.

WHAT SETS US APART: The launch of Belfast Business School coincided with a £1.2 million investment towards stateof-the art teaching and training facilities at E3.

The College is regularly commended for its development of specialised training courses to meet the skill needs of local business.

FIND US AT: W: www.belfastmet.ac.uk T: @bfastmet NI Chamber 53

COMPANY NAME: Coca-Cola HBC Northern Ireland & Ireland WE EMPLOY: 450 in Northern Ireland WE ARE BASED IN: Lisburn OUR MD/CEO IS: Matthieu Seguin (General Manager) WHAT WE DO: As bottling partner to the Coca Cola Company across the island of Ireland, Coca-Cola HBC produces, distributes, and sells a wide range of beverages including global brands Coca-Cola, Diet Coke, CocaCola Zero Sugar, Fanta, Sprite, Schweppes.

We also produce and sell local brands, including Deep RiverRock and Fruice.

COMPANY NAME: Cpl Solutions International Ltd WE EMPLOY: 20 in Northern Ireland and 400 throughout the Cpl Group WE ARE BASED IN: Dublin (head office) and have a network of offices throughout Ireland, UK and Europe. In Northern Ireland we are headquartered in Belfast and also have an office in Derry OUR MD/CEO IS: Aine Brolly and the CEO for the Cpl group of companies is Anne Heraty, founder of the business

COMPANY NAME: Danske Bank WE EMPLOY: 1400 WE ARE BASED IN: Belfast (headquarters) OUR MD/CEO IS: Kevin Kingston WHAT WE DO: Danske Bank is one of the leading retail banks in Northern Ireland serving the needs of personal, business and corporate customers. We are part of the Copenhagen-based Danske Bank Group and have a network of 44 branches and 3 regional business centres across Northern Ireland.

54 NI Chamber

OUR BIGGEST ACHIEVEMENTS ARE: Having a strong heritage in Northern Ireland. We have proudly refreshed local consumers for over 75 years. Our stateof-the-art facility at Lisburn, Co. Antrim serves the entire island of Ireland market, employing more than 450 people.

We are proud of our world-class track record as sustainability leaders and have won several awards that recognise this, most recently achieving Platinum Status at the 2016 Northern Ireland Environmental Benchmarking Awards. Globally we were also ranked beverage leader on the Dow Jones Sustainability Index for a third consecutive year in 2016.

OUR AMBITION IS TO: Maintain our beverage leadership position in the market, driving sustainable growth while

WHAT WE DO: Cpl is the largest indigenous recruitment agency on the island of Ireland. We have 19 individual recruitment brands working across finance, IT, technical engineering, healthcare, life sciences, sales and marketing and administration. We provide a range of recruitment services covering contingency recruitment, large scale temporary/ permanent and contract services, fully managed service recruitment, master vendor, retained executive search and RPO. OUR BIGGEST ACHIEVEMENTS ARE: Being a recognised leader in specialist recruitment, staffing, managed services and outsourcing for which we have received numerous awards. Our CEO Anne Heraty was named Business & Finance Business Person of the Year in 2014 and we won the Grand Prix award at the Business2Business Awards in 2016 and OUR BIGGEST ACHIEVEMENTS ARE: Being at the forefront of the local banking sector for over 200 years and being a leading bank for businesses in Northern Ireland. Danske Bank has consistently reported strong financial performances since 2013 when it returned to profit ahead of other local banks. That has put us in a strong position to support personal and business customers with their growth ambitions.

OUR AMBITION IS TO: Be the best bank in Northern Ireland for our customers, our employees, our stakeholders and the society in which we live and work.

adding value to local communities. We offer a world-class portfolio of beverages and are continuing to innovate and reformulate to offer even greater choice and information about our products.

We place our customers and consumers at the heart of everything that we do, and engage regularly with stakeholders to better understand the issues that matter most.

WHAT SETS US APART: We have the expertise of a global brand, with a local business approach. We aim to play a value-adding role in the communities in which we serve, and have integrated corporate responsibility and sustainability across our business.

FIND US AT: W: ie.coca-colahellenic.com

also won the award for Recruitment Firm of the Year.

OUR AMBITION IS TO: Continue to be the number 1 recruitment partner of choice for clients and candidates in Northern Ireland.

WHAT SETS US APART: We are an innovative company with a showcase client base and candidate community. We measure our people engagement through our retention levels, and our Great Place to Work awards over the last three years.

Above all other factors, delivery is the key and our financial results continue to outperform expectations even as we continue to invest and acquire new businesses.

FIND US AT: W: www.cpl.ie/Home T: @CplNI WHAT SETS US APART: Being part of a strong international group known for its innovative technology, combined with having a locally based CEO and management team empowered to make decisions locally.

We are fully committed to our role as a driver of growth in the local economy.

In 2017 our strong position in the marketplace will be complemented by the introduction of more innovative banking solutions and a drive to improve overall customer experiences.

FIND US AT: W: www.danskebank.co.uk T: @DanskeBank_UK

COMPANY NAME: Electric Ireland WE EMPLOY: 40 in Northern Ireland WE ARE BASED IN: Belfast OUR MD/CEO IS: Paul Stapleton (General Manager) WHAT WE DO: Electric Ireland is the primary customer-facing unit of the ESB group, supplying electricity, gas and energy services to business and residential

COMPANY NAME: First Trust Bank WE EMPLOY: 771 WE ARE BASED IN: Belfast (Headquarters) and have a strong presence across Northern Ireland through our business centres, branch network and digital and online services OUR MD/CEO IS: Des Moore (Head of First Trust Bank) WHAT WE DO: With specialised sectoral advisors and a dedicated corporate

COMPANY NAME: FLYNN (Maurice Flynn & Sons Ltd) WE EMPLOY: 250 WE ARE BASED IN: Belfast OUR MD/CEO IS: Aidan Flynn WHAT WE DO: We build new schools, homes, offices, healthcare facilities and maintain assets including acute hospitals, schools, colleges, social housing and roads.

customers across the island of Ireland.

Recognised as Ireland’s leading energy provider, Electric Ireland serves over 90,000 businesses.

OUR AMBITION IS TO: Grow our business by offering simple ideas that make life better for our business customers.

OUR BIGGEST ACHIEVEMENTS ARE: As part of the ESB group, serving customers throughout Ireland for 90 years and serving the business market in Northern Ireland for the past 17 years. We launched into the residential market here in October 2015 and in just over a year were named ‘top ranked energy supplier in Northern Ireland’ following the new Which? survey with a customer score of 80 per cent.

WHAT SETS US APART: When you partner with us for your energy needs you get real valuable support through expert advice and tailored energy solutions to suit your business needs and help control your energy costs.

and business team, First Trust Bank supports local businesses of all sizes with a flexible and innovative range of products and services.

OUR AMBITION IS TO: Become a focused challenger bank in Northern Ireland. With nimble and responsive decision making, strong leadership and an innovative mind-set we are well on our way to achieving this.

OUR BIGGEST ACHIEVEMENTS ARE: As a champion of business and enterprise, First Trust Bank takes great pride in helping local companies reach their full potential. Some of our highlights from the last year include leading the £30 million refinancing of the Belfast International Airport – one of Northern Ireland’s largest financial transactions – and aiding the development of a number of hotels including the Bullitt Hotel in Belfast and Bishop’s Gate Hotel in Derry. We also supported the expansion of a host of other ambitious firms including award winning manufacturers the Deluxe Group and Bloc Blinds as well as the popular eatery, Boojum.

OUR BIGGEST ACHIEVEMENTS ARE: Being recognised as Northern Ireland’s Top Construction company for both H&S and Training (CEF Awards 2016) and gaining an Investors in People Silver after only 3 years of IIP membership. We also delivered a new £4 million top-spec admin block in Belfast and also the £1.5 million comprehensive refurbishment of the Waterfront Hall in 2016 completed within only 11 weeks. We are a long term supporter of apprenticeships, placements and training.

OUR AMBITION IS TO: Deliver excellent service whilst ensuring we offer quality long term career opportunities

FIND US AT: W: www.electricireland.com T: @ElecIrelandNI

WHAT SETS US APART: Our team of exceptional staff, many of whom are specialist sectoral advisors, sets us apart.

We are also committed to nurturing Northern Ireland’s business community and support many events, awards and programmes including Northern Ireland Chamber’s ‘Learn Grow Excel’ Programme, the First Trust Bank Business Eye Small Business Awards, the IoD Awards and through bespoke programmes such as the AIB Start-up Academy.

FIND US AT: W: www.firsttrustbank.co.uk T: @FirstTrustBank

to local construction professionals based primarily within Northern Ireland and to contribute to the local economy. We also want to grow our capabilities alongside our clients, deliver best value for money to the public sector and to build and sustain robust partnerships with private sector clients within Northern Ireland and further afield.

WHAT SETS US APART: Class-leading investment in training, health, wellbeing and safety, along with straighttalking quality delivery and building long term relationships.

FIND US AT: W: www.mauriceflynn.com T: @FlynnBuilding

NI Chamber 55

COMPANY NAME: Metro Surveillance Group Ltd WE EMPLOY: 22 WE ARE BASED IN: Cookstown OUR MD/CEO IS: John Coyle WHAT WE DO: We are specialists in Video Surveillance Systems (VSS) – the next generation of CCTV technology. These are designed, installed and monitored in-house.

Our systems are specifically designed to a commercial / industrial grade.

COMPANY NAME: Mount Charles WE EMPLOY: 2,100 (Ireland and the UK) WE ARE BASED IN: Belfast OUR MD/CEO IS: Cathal Geoghegan WHAT WE DO: Mount Charles is Ireland’s largest locallyowned business support services company, specialising in catering, cleaning vending, security and support services for business, industry, retail, education, government and healthcare organisations across Northern Ireland, the Republic of Ireland and Great Britain.

OUR BIGGEST ACHIEVEMENTS ARE: Helping to bring CCTV into the ‘Smart’ age by developing our own video analytical platform which makes cameras and systems intelligent. This software has been tried and tested and we have received great results from our wide ranging clientele who have also reaped the financial benefits of this system. These systems can be integrated with access control gates as well using number plate and facial recognition. These systems have been so successful that they have replaced manned guarding in most cases.

OUR AMBITION IS TO: Change the contemporary understanding of CCTV by enlightening companies and government departments about how these systems can achieve the maximum value for money

OUR BIGGEST ACHIEVEMENTS ARE: Being one of Northern Ireland’s biggest employers, and being a market leader in a very competitive marketplace that is dominated by multi-national suppliers. It’s a clear demonstration of how innovative the business has become over the past three decades.

A major milestone for us was the opening of our state-of-the art new headquarters at Annon House, Belfast in December 2016, investing £1.6m in what we see as a reflection of the dynamic, creative company that Mount Charles is. It is also a serious statement of intent both to our people and to the wider economy.

56 NI Chamber

WHAT SETS US APART: Metro Surveillance Group is an integrated security provider. There is a range of services which rely on third party software, hardware or contracts. We provide all these services in-house in order to achieve and maintain the highest level of quality along with the most reasonable price for this type of technology. All our systems are monitored from our purpose built control room.

FIND US AT: W: www.metrocctv.com T: @metrocctv1

as outlined recently in our ambitious plans for ‘The Road to £50m’. We conservatively estimate that our employee figures would rise from 2,000 to more than 3,000 when we hit that target. Our vision is simple; to be both a business partner and employer of choice throughout Ireland and the UK. WHAT SETS US APART: Our unwavering commitment to excellence in all that we do, our talented and professional teams and our unique ability to create bespoke solutions to client briefs.

FIND US AT: W: www.mountcharles.com T: @MountCharles_

OUR AMBITION IS TO: Achieve revenues of £50 million by 2020

WHAT WE DO: Moy Park is one of the UK’s top 10 food companies and one of Europe’s leading poultry producers. With a strong agricultural heritage, we work with over 800 poultry farmers across the UK. Although we may be best known for poultry, we also produce beef products, vegetarian products and desserts.

COMPANY NAME: Moy Park WE EMPLOY: 12,000 across facilities in Northern Ireland, England, Ireland, Holland and France WE ARE BASED IN: Craigavon (Headquarters) and 13 processing and manufacturing units across Europe OUR MD/CEO IS: Janet McCollum

while at the same time providing the optimum level of security to both them and their assets.

OUR BIGGEST ACHIEVEMENTS ARE: Winning a number of prestigious awards recognising our leadership in health & safety, innovation and nutrition. These accolades include a RoSPA Health and Safety Award, the ‘Excellence in Food Safety’ Award at the Northern Ireland Food and Drink Awards, the Grocer’s ‘New Product Development’ Award and ‘Processing Business of the Year’ at the Meat & Poultry Processing Awards.

OUR AMBITION IS TO: With a continued focus on industry leading practices based on the highest quality standards of innovation, production and animal welfare, Moy Park is committed to being the most sustainable and safest food company in Europe.

WHAT SETS US APART: The collective talent, dedication and focus of our team members set Moy Park apart. Central to our success is also an emphasis on meeting and exceeding the ever changing needs of our customers and consumers. We achieve this through a determined focus on high standards of food safety and quality, operational excellence and agriculture practices.

FIND US AT: W: www.moypark.com T: @MoyParkChicken

COMPANY NAME: Queen’s University Belfast WE EMPLOY: 3,700 WE ARE BASED IN: Belfast OUR MD/CEO IS: Vice Chancellor Professor Patrick Johnston WHAT WE DO: A university with more 170 years of heritage, we combine an international reputation for academic excellence with a life-changing student experience and a culture of innovation.

COMPANY NAME: Ulster Bank, Northern Ireland WE EMPLOY: 2,200 WE ARE BASED IN: Belfast OUR MD/CEO IS: Richard Donnan, Head of Ulster Bank in Northern Ireland WHAT WE DO: Ulster Bank is a full-service bank, with

COMPANY NAME: Ulster Carpets (Holdings) Ltd WE EMPLOY: 550 WE ARE BASED IN: Portadown OUR MD/CEO IS: Nick Coburn

OUR BIGGEST ACHIEVEMENT IS: Being in the top 1 per cent of Global Universities , being ranked number 1 in the UK for participation in Knowledge Transfer Partnerships and being ranked 12th in the UK for overall student experience. We’re one of the biggest employers in Northern Ireland and a major contributor to the local economy. We work alongside a host of local charities and community groups to fulfil our Social Charter. We are a UK top ten research-intensive university and are part of the prestigious Russell Group of the UK’s 24 leading research intensive Universities. Queen’s University contributes £1 billion per annum to the Northern Ireland economy.

OUR AMBITION IS TO: Be a world class international university that supports outstanding students and staff, working in world class facilities, conducting

customers who range from Northern Ireland’s top companies to start-up businesses, homeowners and individuals.

Ulster Bank has the largest branch network of any bank in Northern Ireland, and has a highly-rated, award-winning mobile app.

OUR BIGGEST ACHIEVEMENTS ARE: Being proud to play a key role in the creation, growth, and success of many of Northern Ireland’s most dynamic companies and our support for Entrepreneurial Spark, as well as our partnerships with the Belfast Telegraph Business Awards and the Balmoral Show, are important symbols of that role.

WHAT WE DO: Ulster Carpets are manufacturers of the finest woven wool-rich axminster, wilton and loop carpets for the commercial and residential markets in the UK and across the world.

Prestigious installations include palaces, hotels, casinos and cruise ships. Amongst these are the Savoy Hotel London, Ritz Carlton Budapest, Four Seasons Downtown New York, the Marriott Hotel Jabal Omar in Mecca, MGM casinos in Las Vegas and the recent refurbishment of Cunard’s Queen Mary 2.

OUR BIGGEST ACHIEVEMENTS ARE: Remaining committed to manufacturing in Northern Ireland with a focus on export markets which accounts for 70 per cent of our business.

leading-edge education and research, focused on the needs of society.

WHAT SETS US APART: A total of 94 per cent of Queen’s graduates are in employment or further study 6 months after graduation and 80 of the top 100 companies in Northern Ireland employ Queen’s graduates in senior leadership positions. We have developed 60 spin out companies with a combined turnover of £171 million creating 1,500 jobs and have 150,000 alumni in 120,000 countries. We also have world class achievements in cancer research, environmental research, paleoecology, law, green chemistry and cyber security.

FIND US AT: W: www.qub.ac.uk T: @queensUbelfast @qubengagement

OUR AMBITION IS TO: Be the number one bank for customer service, trust, and advocacy.

WHAT SETS US APART: We are a local bank with local leadership, but we can also access the expertise and platforms of NatWest to the benefit of our customers. We also invest significantly in our people so that they have the skills to add most value to our customers.

FIND US AT: W: www.ulsterbank.co.uk T: @ulsterbank

OUR AMBITION IS TO: Very simply, set out to be the best in the world in our chosen market. Easy to say but very hard to do, however, remaining constantly focused on our business makes the vision more achievable.

WHAT SETS US APART: We have been successful for a number of reasons – most notably continual investment. The company has always reinvested in cutting edge technology and new markets and places a strong emphasis on design, service and quality.

FIND US AT: W: www.ulstercarpets.com T: @UlsterCarpets

NI Chamber 57

COMPANY NAME: Ulster University Business School WE EMPLOY: 150 WE ARE BASED IN: Belfast, Jordanstown, Coleraine and Derry/Londonderry OUR EXECUTIVE DEAN IS: Professor Mark Durkin WHAT WE DO: The Business School is in the business of ‘creating possibility’ and delivers a wide range of high quality courses at undergraduate and postgraduate levels, executive education as well as PhD

COMPANY NAME: Upstream Working Capital WE EMPLOY: 14 WE ARE BASED IN: Belfast OUR MD/CEO IS: Judith Totten WHAT WE DO: We pre pay invoices owing to SMEs from their customers, to alleviate cash flow pressure within their business; commonly known as Invoice Finance. Our team in Upstream work closely with you and your business to

COMPANY NAME: Willis Towers Watson WE EMPLOY: Over 550 associates in Ireland and 50 in our Belfast office. With roots dating to 1828, Willis Towers Watson has 40,000 employees serving more than 140 countries WE ARE BASED IN: 140+ countries with offices locally in Belfast, Dublin, Cork, Limerick and Galway OUR MD/CEO IS: Harry Weir (Head of Belfast office) 58 NI Chamber

programmes. The School has a tradition of relationship-building and partnering with local business through its staff, Visiting Professoriate, Knowledge Transfer Partnerships, Innovation Vouchers, consultancy and extensive student placement/internship activity. We work intimately with the business community to ensure the provision of excellent, innovative programmes of study, which serve the needs of the local economy, as well as future proofing how we collectively think about future solutions needed for the increasingly digitised economic environment.

OUR BIGGEST ACHIEVEMENTS ARE: Captured in the success of our graduates who are delivering value to the local economy and in companies all over the world every day. Highlights include: having 60,000 alumni in over 120 countries; being rated joint first in the UK for economics; being ranked 7th in the UK for the impact of research.

OUR AMBITION IS TO: Be the leading provider of entrepreneurial education and research impact in Ireland and the UK by 2021.

WHAT SETS US APART: Our people.

We are a service business and in every one of our staff lies the entrepreneurial potential to challenge the status quo, and a hunger to make a difference to our students, and the business community, across all of Northern Ireland. The Business School already makes a major contribution to the Northern Ireland economy, making an estimated economic impact of £41 million per year. Our quality is evidenced by the company we keep – as a member of Harvard Business School’s Microeconomics of Competitiveness Affiliate Network, and with links to the prestigious Babson College Boston, we have established ourselves as a major centre of international educational excellence. We are dedicated to providing world-class executive leadership and management development programmes, informed by cutting-edge research and commercially impactful solutions for business.

FIND US AT: W: Business.ulster.ac.uk T: @ulsterbizschool

understand exactly what your working capital requirement is now and in the future. Upstream can support your business and if required provide credit control facilities, to ensure payment of invoices is made in a timely fashion.

In addition to offering support on the sales side of the business we help companies buy better, bigger, faster and further in terms of order fulfilment, purchasing imports or funding exports.

This facilitates effective supply chain management and opens up enhanced opportunities for trade deals and creation of margin.

At Upstream, as an SME ourselves we appreciate that it’s not always about funding alone. Upstream therefore have strategic partnerships with a number of specialists in areas as diverse as accountancy, M&A, life and pensions cover, asset finance and business re-engineering to help support our client companies.

OUR BIGGEST ACHIEVEMENTS ARE: Being contacted by client customers who request increased facilities due to increased demand, increased turnover and ultimately increasing profit and knowing we have done our job in helping our client customers fulfil their potential.

WHAT WE DO: Willis Towers Watson is one of the world’s largest global advisory, broking, and solutions companies. We help clients around the world turn risk into a path for growth. We design and deliver solutions that manage risk, optimise benefits, cultivate talent, and expand the power of capital to protect and strengthen institutions and individuals.

OUR AMBITION IS TO: Enable our clients to make the best decisions and implement the right solutions to manage risk and people, driving superior results in an increasingly connected and competitive world.

OUR BIGGEST ACHIEVEMENTS ARE: Assisting our clients to manage risk and organise their insurance cover to suit the requirement of their business and respond positively if and when a loss occurs.

OUR AMBITION IS TO: Ensure that when SMEs think cash flow they think Upstream. We don’t want any viable SME in Northern Ireland to find itself in a position where it has no access to working capital.

WHAT SETS US APART: Upstream is an SME, supporting fellow SMEs with practical support through cash, credit control and a second opinion if and when it’s needed.

FIND US AT: W: www.upstreampositive.co.uk T: @upstreampositiv

WHAT SETS US APART: We have a wide range of services delivered from our Belfast office and possess an ability to connect to and deliver all of Willis Towers Watson to clients at a local level.

FIND US AT: W: www.willistowerswatson.com T: @WTWcorporate

WHAT WE DO: Go Power is an Electricity & Natural Gas Supplier to the business and farming sector throughout Ireland.

COMPANY NAME: Go Power WE EMPLOY: 75 WE ARE BASED IN: NI (Cookstown and Belfast) and RoI (Monaghan and Dublin) OUR MD/CEO IS: Michael Loughran

COMPANY NAME: Lagan Construction Group (LCG) WE EMPLOY: 892 WE ARE BASED IN: Belfast, Dublin, Limerick, Manchester, Edinburgh, Virginia and Dubai

COMPANY NAME: SONI (System Operator for Northern Ireland) WE EMPLOY: 130 WE ARE BASED IN: Belfast OUR MD/CEO IS: Robin McCormick WHAT WE DO: SONI operates the electricity grid. We bring electricity to every part of Northern Ireland, and plan ahead for future growth. A better energy supply means greater prosperity in the years ahead. At SONI, we want everyone to share in that brighter future.

OUR BIGGEST ACHIEVEMENTS ARE: Doubling our market share in our electricity division in the past 24 months. We currently supply 30 per cent of the business market in Northern Ireland. As from January 2015 we have also entered the energy market in the Republic of Ireland.

WHAT SETS US APART: We provide customers with a Personal Account Manager, for whom they have a direct phone line. We offer competitive pricing across all tariffs to suit the needs of businesses. We also offer a simple and hassle free switch over process and a Direct Debit Option for easy payment.

Customers are offered an online account to monitor their consumption trends.

FIND US AT: W: www.gopower.co.uk T: @GoPower_Energy

OUR AMBITION IS TO: Maintain this market share and continue to offer customers a first class service combined with competitive pricing and excellent customer care.

OUR MD/CEO IS: Kevin Anthony Lagan

to be the most respected in the industry.

WHAT WE DO: LCG delivers high quality, innovative civil engineering and building solutions for roads, airports, water, energy, marine and building.

Specialising in developing bespoke piling and foundation solutions for civil engineering and building structures, LCG offers infrastructure investment advice and management of whole life cost solutions including operation and maintenance for all project types.

WHAT SETS US APART: Lagan Construction Group (LCG) is a family run organisation that has grown considerably in recent years. Despite this vast growth it remains agile in its approach, tailoring each of its solutions to the customer’s requirements and budget.

Over the past 55 years, LCG has developed a strong reputation due to its business integrity underpinned by core values of: ‘Trust, Respect, Caring, Fun, Safe, Open and Honest.’ We believe in building brighter futures for our staff through career development programmes and for the communities in which we work through infrastructure development, community engagement, voluntary work and sustainable development.

OUR BIGGEST ACHIEVEMENTS ARE: Retaining our family values and business integrity whilst growing and adapting to become a major player in the global construction community.

OUR AMBITION IS TO: Be a diverse family owned construction and asset management business that will grow

OUR BIGGEST ACHIEVEMENTS ARE: Keeping the lights on across Northern Ireland, planning the electricity grid for future demand and enabling the all-island electricity market are our key roles - and we are proud that we fulfil these on a daily basis.

Our most recent headline success is that we facilitated 60 per cent renewable energy (from wind) onto the electricity system – which was record breaking. Dealing with wind generation of this scale on a small, island electricity grid hasn’t been done anywhere else in the world and so this is a huge achievement.

We have also recently completed the Public Inquiry into the vital North South Interconnector – a significant milestone for this much needed infrastructure project, which will ensure Northern Ireland has a secure supply of electricity and savings for the consumer.

FIND US AT: W: www.laganconstructiongroup.com

SONI was at the heart of establishing the Single Electricity Market (SEM) – at the time (2007) it was the first cross-border electricity market in Europe and truly ground breaking.

Now, we’re focusing on the new and improved Integrated Single Electricity Market (I-SEM), which is expected to launch in the middle of next year.

OUR AMBITION IS TO: Support the growth of the Northern Ireland economy, by providing a safe, secure, efficient and reliable supply of electricity – now and in the future.

WHAT SETS US APART: Our team are committed, positive and innovative – working for a brighter future for everyone in Northern Ireland; they are our greatest asset.

FIND US AT: W: www.soni.ltd.uk T: @soni_ltd

NI Chamber 59

feature

TOP ENGINEER AT A NEW HEIGHT IN HER CAREER

the new chief of BT in Northern Ireland Mairead Meyer talks to Adrienne McGill about driving ahead with a ‘broad band’ of new technology for homes and businesses here.

I

n a corner of Mairead Meyer’s understated office at BT Northern Ireland’s Riverside Tower headquarters in Belfast sits a coat stand on which hangs a high visibility jacket and hard hat.

It may seem incongruous for the Managing Director of Networks at BT in Northern Ireland, whose role normally requires being desk bound, to have such outdoor wear so near at hand – but for Mairead (36) it is integral to what she does.

With a 13 year long career working across many divisions of the telecoms giant, Mairead maintains that having had on-the-field job training – as the former Head of Field Engineering for BT in Northern Ireland – is crucial for the new

60 NI Chamber

role she now holds.

“I always try to get out and about as much as I can with the planners or the engineers,” says Mairead.

“A lot of the time that is where you hear what is really going on and also where you get ideas because people’s experiences and getting feedback from customers is really important.

“That helps me gain a different view on projects and I like to have a direct relationship with my team.

“When I had the Senior Field role with responsibility for the access engineering teams in Northern Ireland, it gave me a great understanding of our access network and got me involved in the broadband rollout programmes as up to that point I had focused on the core

network. I then moved into the Director of Solutions role which involved the design, delivery and in-life management of solutions for our business customers.”

Mairead, who is a native of Slaughtneil in South Derry, returned to Northern Ireland last year from Capetown where she’d been on a two-year sabbatical after meeting her South African born husband Eugene who is an accountant by profession and previously worked for PwC. A busy mum to the couple’s one-yearold son, Eoin, Mairead is the most senior woman in BT in Northern Ireland and is a graduate of Queen’s University with a First Class Masters Degree in Electrical and Electronic Engineering.

In her current role, which she took up

feature

Picture by David Cordner www.davidcordner.com

last August, she is responsible for over 800 engineers including large engineering teams and she also engages with major customers and stakeholders.

She is passionate about young graduates and apprentices joining the company and in the last year alone BT has recruited 80 new engineers and there are plans to expand this number later. As part of BT’s continued investment in building a digital infrastructure, the company recently announced that it is creating over 100 graduate and apprentice jobs in Northern Ireland as part of its country-wide drive to equip young people with the skills and training needed to meet the challenges of a changing jobs market.

“No day is ever the same which is good,” says Mairead.

“I have quite a diverse role which covers everything from wholesale sales to meeting service providers to fixing broadband and rolling out fibre networks.

There is always something different going on and I really enjoy the buzz. I like being part of a team and being around people – that feeds my energy as well.”

In addition to her experience in Field Engineering, Mairead has held senior management roles across Planning and Operations within BT and has taken a leading role in the completion of largescale fibre broadband delivery projects throughout Northern Ireland.

According to research by telecoms regulator Ofcom, more people in Northern Ireland are now online at home, and on the move, than ever before with 77 per cent of homes having a fixed-line broadband connection, while 72 per cent of adults own a smartphone, and 4G services are now available to 99 per cent of premises in Northern Ireland.

“We are half way through our Superfast extension programme to take Superfast broadband to a lot of rural communities in Northern Ireland in a project which is joint funded between BT and government.

This will reach 51,000 homes by the end of 2017,” says Mairead.

“We have a unique problem in Northern Ireland, because we have a higher proportion of people living in rural communities, so our line length is much longer than elsewhere in the UK. This is why teaming up with government and investing is so important for Northern Ireland and the economy.

“Broadband has become an everyday part of people’s lives and has involved quite a transition for us going from copper line services to fibre.

“There has been a continual level of investment by BT since 2009 of just over £100 million and the network has been continually enhanced.

“In Northern Ireland we are leading the way across the UK in terms of the numbers of customers who have taken up fibre broadband, with over 350,000 customers availing of the service.”

However, Mairead is conscious of the importance of government to partner the project but with the current political stalemate at Stormont, she says time is of the essence.

“It would be great to have a government in place as soon as possible so that investment can continue. We want to be able to constantly improve the network that we have so that we aren’t left behind other European regions.”

A major part of this involves the latest technology developed by BT called G.Fast.

The overwhelming majority of Superfast broadband connections in the UK to

businesses and homes are fibre to the cabinet (FTTC). This uses copper for the final few hundred metres. G.Fast speeds up the copper cable further and properties that exist less than 350 metres from the cabinet will be able to receive speeds of up to 330Mbps (50Mbps upload).

BT will rollout G.Fast to ten million homes and businesses across the UK by the end of the decade alongside a separate fibre to the premise (FTTP) deployment covering two million.

The technology builds on BT’s existing investment in fibre, meaning the company can deliver far higher internet speeds, more quickly and with minimal disruption.

Trials of the new technology have been taking place in cities and towns across the UK including Antrim.

Mairead says G.Fast will then be expanded to cover 200,000 homes and businesses in Northern Ireland by the end of 2020.

“Broadband speeds have become more important to everybody so we have to be able to deliver that to as many people as possible. Projected data demand for the next 10-20 years shows we need to have a network that can cope with that,” says Mairead.

Ofcom’s recent decision regarding BT and Openreach has been topical lately. Openreach is a division of BT that manages the local access network, which connects customers to the telephone exchange. Following a decision by Ofcom in March, Openreach will now operate as a legally separate entity from the rest of the company.

“While Openreach does not exist in Northern Ireland, BT’s Northern Ireland operation ensures its processes reflect those of Openreach,” says Mairead. “In terms of how this impacts customers locally, we will remain a distinct entity as existing arrangements have worked well and should be maintained. Networks NI will continue to provide services and products on behalf of Openreach.

“BT has made a commitment to make certain reforms in Northern Ireland including greater independence, confidentiality and independent branding.”

Away from the buzzing world of communications, Mairead is the eldest of a family of five with her father Thomas a farmer and mum Marie a teacher.

She is devoted to her GAA home club, Slaughtneil, who were crowned all-Ireland champions in camogie earlier this year – narrowly losing in football.

“I have even got Eugene really interested in GAA just as much as he is in rugby,” says Mairead with a smile.

“If I’ve managed to do that – I think I can manage anything.”

NI Chamber 61

sponsored feature

Jonathan McKeown, Chair of JMK Solicitors and Maurece Hutchinson, Managing Director.

JMK SOLICITORS - NURTURING A WORKPLACE THAT WORKS Most people working in companies have had that feeling of dread when the management team announce a great new idea to solve a business problem.

However, one Belfast firm’s approach to achieving the best outcome with their resources shows what can be achieved when there is an alignment of interests between employer and employee, when it comes to embracing innovation.

Earlier this year, JMK Soliciors, Northern Ireland’s No. 1 personal injury law firm, introduced remote working with a real difference and relocated almost half of its 55 strong team 3000 miles to the Canary Islands with a mission in mind.

Jonathan McKeown, Chair of JMK Solicitors, says that developing and investing in people is the company’s key priority.

“Companies which gain a reputation for encouraging good working practices combined with a genuine and healthy work-life balance are attractive. They also tend to enjoy higher employee retention rates, more loyalty, and better in-house expertise.

“At JMK Solicitors, we value our staff and the contribution they make and with their full support and encouragement, we wanted to go a step further to make

further improvements that would work for everyone”.

Jonathan McKeown explains; ‘As we have grown as an organisation the ability to attract, engage and retain staff who will provide the best service to clients is the most important activity of the Directors.

What we want to do is to always be thinking about how we can provide as enjoyable a working environment as possible whilst at the same time not forgetting that we are running a business that must be efficient and avoid waste.

There is a cliché that business owners should spend time working ‘on’ their business rather than ‘in’ it. However, what we wanted to do, was incentivise our staff to come up with their own ideas to improve their working practices and help cut costs. I had heard of a company in America that had relocated from Boston to Rio De Janerio for the month of February so that they could get staff away from the cold and depressing New England winter. I loved this idea and wanted to try to do it ourselves”.

The challenge was for the team to implement the project in its entiretythey had to plan every aspect from logistics and IT but also to “find” 50% of the travel and accommodation costs through innovative ways to work and reducing wasteful and inefficient practices. With a clear brief to learn,

improve and analyse their behaviours, the team were given 12 months to make the idea a reality. The mission was to base it around the company’s core values.

“It was hugely rewarding to work outside the scope of our usual skillset on such an exciting and innovative project that required the assistance of, and benefitted every employee of our business. We feel hugely indebted to such a forward thinking board of directors for this unique opportunity which allowed us to cultivate savings and efficiencies within our business which funded us swopping our workspace from desks to sun loungers this Winter.” Una O’Neill, project team “The Core Value Project team as they became known – which didn’t include any of the directors - were able to fund the project through a range of cost and efficiency savings; looking at everything from reviewing suppliers’ contracts, to sending barristers electronic papers as opposed to traditional briefs of printed papers. We also invested in Microsoft Surface Pro tablets so that we no longer needed to print hundreds of pages for court. We reviewed the way we carried out tasks and looked at how we could do them better. Every efficiency added to the savings and went towards the project, “ confirmed Legal services Director Olivia Meehan.

sponsored feature

Everyone on the company bought into the project and played a part in its success which meant that more than 20 JMK solicitors, legal executives, office clerks, IT, plus a further 10 partners and children flew out to Lanzarote and the winter sun.

Solicitor Gerard Nugent was delighted to take part.

“It was a once-in-a-lifetime opportunity for me to visit a new country whilst working at the same time. After a day’s work, we could go for a swim, walk along the beach or have a drink together. It was a fantastic experience and one that I will never forget.”

Solicitor Carmel Ross added: “These days your office is wherever you are. I held several video conference calls with clients which were highly productive. Without any commuting, parking or waiting, on average, we covered all the issues in a much shorter time.”

‘The unexpected outcome from the project was that both the “home” team in Northern Ireland and the “away” team in Lanzarote benefited from the experience” said the Company’s managing Director Maurece Hutchinson.

“The project lasted for a whole month, with team members rotating from home and abroad. Working in unique environment and with different team members than at the office was a terrific opportunity

to learn more about each other and to build stronger connections.

The team could collaborate more and could still connect via skype, if needed, to the office. There was fantastic camaraderie and a sense of empowerment. Everyone could work the hours that suited them to take advantage of the sunshine during the day. In turn the desire to avail of all the island had to offer made the “away team” extremely focused and more productive.

We had one of the businesses most successful months during the project. Of utmost importance was that the service to clients was seamless. We sourced a phone app which we could directly link to our telephone system back home. The hotel had excellent conference and Wi-Fi facilities, we brought all our own laptops and phones.

Several years ago, we invested in “Proclaim”, a highly intelligent bespoke case management system, which means all our client files are paperless, in effect our team can work anywhere and the client service remains the same. We are greener and leaner than what most people think of when imagining the traditional solicitor buried under mountains of paper and files.

“In an industry weighed down by paper, committing ourselves to cost, time saving and environmentally -friendly ways of working meant less paper, ink and print time – the project is already paying for itself and the benefits will continue.”

Belfast Office 1 Edward Street, Belfast BT1 2LR Tel: 028 9032 0222 Newry Office Canal House, 27-29b Saint Mary’s Street Newry BT34 2AA Tel: 028 3025 7766 Email: law@jmksolicitors.com www.jmksolicitors.com

face to face with...

Key to security is data protection As more stories emerge about people’s personal data either being lost or hacked, vigilance has never been more important. Adrienne McGill hears about the new Information Law Team at Carson McDowell from Corporate Law Partner Dawn McKnight.

C

arson McDowell has created the first Information Law Team in Northern Ireland in a response to an increasing demand for work in the sector.

With new laws around data protection coming into effect next year, a number of Partners from the firm’s expert teams in fields such as healthcare, environmental, commercial and employment law, have come together to advise on all elements of data protection, from understanding privacy rights to the workings of Freedom of Information rules and Non-Disclosure Agreements.

Dawn McKnight, Partner in the Corporate Law Team says: “We realised that there were people across the firm operating in different sectors who were increasingly being asked questions by clients which had a data protection focus to them.

“With the onset of new regulations, we decided to put our expertise together and have a more collegiate approach to how we serviced the needs of clients and the needs of the local market.

64 NI Chamber

“We are conscious that this is the first time since 1998 that there has been a major change in this area of law and it is going to have huge implications for most businesses.

“At Carson McDowell, we have specialist lawyers who are leaders in their field when it comes to this growing area of work. The new team is a way of bringing together those individuals, sharing knowledge and offering a better, more composite service to clients who are facing a range of new challenges around access to information and data.

“It’s clear that much has changed since some of the laws about data were passed.

Advances in technology mean access to sensitive information is readily available, with our smartphones becoming compact computers storing increasing amounts of personal data. Compliance in this area has become even more time consuming and we’ve seen many high profile cases of hacking and data breaches in the past 12 months.”

A major new piece of EU data law, known as the General Data Protection Regulation (GDPR) which takes over from

the Data Protection Act comes into force next year and will enforce new rules and give new powers to data regulators. It relates to any data from which an individual can be identified. Companies who fail to protect information such as a name, address, salary or financial records of an individual will face huge fines.

“A number of companies are now employing Data Protection Officers (DPOs) who are responsible for managing data security and minimising the risks of cyber attacks. Businesses can be liable for data breaches and some companies are nervous about this, particularly because they know a barrage of new legislation is imminent,” says Dawn.

“It has been nearly 20 years since the Data Protection Act was launched and many businesses will need to update and review policies before the new laws are enforced next May. “Cyber security is a major issue and Carson McDowell’s new Information Law Team has all the right tools to reassure businesses about the best ways to protect themselves.”

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Ambition SPECIAL focus CHAMBER PAST PRESIDENTS AND THEIR COMMERCIAL LEGACIES

In the 19th and early 20th centuries, Belfast became a busy, populous and flourishing city which excelled in both industry and commerce.

It was the great centre of the Irish linen trade, earning the name Linenopolis, with many mills and factories in the city being renowned throughout the world for the unrivalled excellence of the beautiful linen fabrics they produced.

The city also gained fame in other manufacturing activities such as ship building and the construction of engines and machinery.

During the period, the Presidents of the Chamber of Commerce which was founded in 1783 in Belfast, were instrumental in making the city an industrial powerhouse.

All the figures in the organisation, without exception, were captains in their respective industrial and mercantile enterprises. These included overseas trade, imports, linen production and ship building.

The Presidents of the Chamber were both wealthy and powerful but they had a desire to create commercial, political and social change.

Of those who had political interests, their involvement in local and national politics saw economic issues raised at the highest level in government.

These entrepreneurs proved themselves to be unique merchants and their talents were used as the bedrock on which the Chamber of Commerce was founded.

In the following pages, we profile ten outstanding Presidents, who left an indelible mark on the local economy and whose dedication, energy, talent and influence in furthering the interests of commerce helped lay the foundations for Northern Ireland’s economic success centuries later.

Ambition would also like to say a very special word of appreciation in respect of the late George Chambers, Northern Ireland Chamber of Commerce President in 1979, whose authoritative work ‘Faces of Change – The Belfast and Northern Ireland Chambers of Commerce and Industry 1783-1983’ has been an invaluable source of material for the historical look back at the Presidents.

Contents: 66 WADDELL CUNNINGHAM 67 HUGH MONTGOMERY 68 WILLIAM SINCLAIRE 68 ROBERT BRADSHAW 69 NARCISSUS BATT 70 JOHN S FERGUSON 71 SIR WILLIAM EWART MP 72 GUSTAV WOLFF 73 SIR SAMUEL DAVIDSON 74 THE 7TH MARQUESS OF LONDONDERRY SOURCES

‘Faces of Change – The Belfast and Northern Ireland Chambers of Commerce and Industry 1783-1983’ by George Chambers.

‘Belfast – The Making of the City’ by J C Beckett et al.

‘Portrait of an industrial City’ by Stephen A Royale.

‘The Sirocco Story’ by E D Maguire.

‘Dictionary of Ulster Biography’ by the Ulster History Circle.

Harland & Wolff’s Shipyards and Engine Works at Belfast by Denis Rebbeck The Belfast News Letter

NIthe Chamber Documents65 from Public Records of Northern Ireland.

WADDELL CUNNINGHAM President (1783-1790)

Waddell Cunningham – the First President of the Chamber of Commerce in Belfast (c.1786).

(From a painting by Robert Home – National Museums Northern Ireland Collection [photograph], Ulster Museum).

W

addell Cunningham holds the distinction of having been the First President of the Chamber of Commerce which was formed in Belfast in 1783.

Born in Ballymacilmoyle in the parish of Killead, Co Antrim in 1729, he was a prominent and highly successful businessman in Belfast who had made his fortune in trade with the American colonies – and as a result was reputedly the richest man in the city.

He was also the first President of the Belfast Harbour Board and had considerable political interests.

However, there was a darker side to his enterprise with involvement in

privateering, in smuggling, in land grabbing and even in the slave business.

At an early age he emigrated to New York and became involved in trade. By 1755 he was involved in both legitimate business — such as exporting wood from Honduras — and the illegitimate business of smuggling. His commercial activities benefitted from competitive pricing, careful management of debt and friends in high places.

His ships also carried slaves between the islands of the Caribbean. He formed a partnership with his future brother-inlaw, Belfast man Thomas Greg, and their firm became one of the largest shipping companies in New York.

HUGH MONTGOMERY President (1802-1803)

timber, brandy, almonds, gin and chemicals for bleaching. His business contacts stretched from Antigua to Jordan, and from St Petersburg and Danzig to Holland and Spain.

He was also involved, illegally, in shipping linen for uniforms and in smuggling guns and ammunition to the American forces during their War of Independence.

He also established a sugar-refining business, had flour-milling interests, set up a scheme for breeding packhorses and mules for export to the sugar-cane plantations, developed new techniques for salting Donegal herring for export, started a bank, and was involved in insurance. However, it was his attempt to establish a slave trading company which raised considerable opposition.

As a result of the Navigation Acts an official slaving industry had not emerged in Ireland. But the acts were repealed in 1780, and in 1786 Cunningham called a meeting at the Exchange and Assembly Rooms in Waring Street to explore the possibility of establishing a slave trading company in Belfast but it did not materialise as opposition to the venture mounted.

Waddell Cunningham was also highly active on the political scene. He was in command of the Belfast Volunteers and was one of the delegates at the Dungannon Convention in February 1782 which sought to further greater economic and political independence for Ireland’s bourgeoisie. In 1785 he narrowly

Hugh Montgomery.

(From a portrait – National Museums Northern Ireland Collection [photograph], Ulster Museum).

H

ugh Montgomery was born in 1743 and was the eldest son of Robert and Isabella Montgomery of Glenarm.

Hugh, who joined the Chamber in 1783, had a retail business in North Street in Belfast.

He was an importer of fine garments and materials as evidenced by the following announcement in the Belfast News Letter on 7th February 1783: ‘Hugh Montgomery has just imported from the best manufacturers an extensive assortment of winter and spring waistcoast patterns, viz. Long and short piled mohair shags of every colour; also a great variety of Rodneys, all silk stripes, lutherines, sattinets, nankeens, etc with a general assortment of wollen drapery, which he will sell on reasonable terms for ready money.”

For well-heeled country and city gents, his store boasted a tantalizing array of exquisite garb for every occasion and business boomed.

Following a brief visit to the American state of Virginia where he seems to have perfected his business skills, he purchased in 1798 the 17thcentury home of the Macnaughtens at Benvarden near Dervock in Co Antrim.

His entrepreneurial zeal showed no signs of stopping and he got involved in a series of

enterprising ventures. In 1787 he became a £500 partner with Waddell Cunningham and others in John Cranston & Co, maltsters and brewers, he invested in a flour mill in Antrim in 1791 and was partner in a firm that imported salt from Portugal to the north of Ireland in 1796.

However, his wealth is thought to have mostly come from canny trading in his North Street retail empire rather than from any of his other business ventures.

In 1785 he married Marjorie Allen, daughter of Dr Robert Allen of Ballymena – the

missed becoming the MP for Carrickfergus, a seat chosen because, as a Presbyterian, he could not hold political office in Belfast.

A man of strong republican instincts, Cunningham was an ardent supporter of the French Revolution. His Belfast first volunteer company, wearing green cockades to honour Irish nationalism, was at the centre of Bastille Day celebrations in Belfast in the early 1890s.

But Cunningham was a moderate who sought reform at a measured pace.

In 1791 he had an angry confrontation with Wolf Tone and although remaining active in the cause of parliamentary reform, distanced himself from the extremism of the United Irishmen infecting the middle class in Belfast.

As Waddell Cunningham approached the end of his life and suffered ill-health, his wife became worried about the inheritance he was to leave given his huge fortune and the fact that the couple had no children. She tried to bring her nephews, the sons of Robert Batt and her sister Hannah, into her husband’s thinking – but Cunningham was incensed.

He disinherited his wife but left her a life interest in their home in Hercules Lane.

His chief beneficiary was his favourite nephew James Douglas.

He died at his home on Hercules Lane on 15 December 1797 and was buried in the graveyard at Knockbreda Parish Church.

His estate, excluding his sugar plantation on Dominica, was valued at £60,000. couple’s eldest son John succeeded to the family seat at Benvarden.

Hugh Montgomery was elected to the Chamber Council on five separate occasions between October 1783 and May 1793.

He also became a foundation member of the Harbour Corporation in 1785. In 1802 he presided over one of the most significant events in the history of the Chamber – a meeting of twenty two merchants in the White Linen Hall on 1st March at which a decision to reconstitute the Chamber, after the political and military crises of the preceding years, was confirmed. Two days later at a meeting of the new Council, Hugh Montgomery was elected President with Robert Getty as Vice President.

After stepping down as President, Hugh Montgomery immersed himself in banking.

In the early 19th century there were two commercial banks in Belfast: ‘Gordons’ which became the Belfast Bank and ‘Montgomery’s Bank’ which ultimately became the Northern Bank. Hugh Montgomery was the senior partner in Montgomery’s Bank, in which he had, at one time, an investment of £20,000 and a salary of £900 a year.

He retired in 1822, leaving the bank as the leading financial institution in the city and was succeeded as a director by his second son Hugh jnr. Hugh Montgomery died in Benvarden in 1832 after a lifetime in business during which he had amassed a fortune of £60,000 and was buried in the graveyard of Bushmills Presbyterian Church.

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They owned at least four armed vessels and were involved in privateering actions against Spanish and French ships during the Seven Years’ War. Simultaneously, they were trading illegally with the French in the West Indies, supplying weapons and ammunition, among other items.

Cunningham was adept at seizing wartime opportunities and by 1760, held shares in a fleet of privateer warships while supplying the French islands with desperately needed provisions.

In 1762, nine of the ships were seized in New York, Jamaica and Gibraltar and only returned after the payment of large fines.

Three years previously, involvement in the illegal trade cost Cunningham a brief jail sentence in New York. When the Seven Years’ War ended, Britain took over the Windward Islands and Waddell Cunningham acquired a plantation on Dominica, which he called ‘Belfast’.

In 1765 Cunningham returned to Belfast, where he married Margaret Hyde. The couple, who remained childless, established themselves in a large home on Hercules Lane in the city which also served as the centre of Cunningham’s business operations.

Along with Thomas Greg he established a factory for the manufacture of sulphuric acid (used in the bleaching of linen) in Lisburn, as well as continuing to build up his Belfastbased trading empire. He owned his own ships and imported rum, herrings, hemp,

ROBERT BRADSHAW

The Green Linen Market and Commercial Buildings, Donegall Street, Belfast, 1831. (T.M Baynes; W.Miller - National Museums Northern Ireland Collection [photograph],Ulster Museum).

President (1807-1820)

R

WILLIAM SINCLAIRE President (1804-1806)

W

illiam Sinclaire played a prominent role in the development of the linen

industry.

Born into a wealthy family in Belfast in 1760, his father Thomas had inherited an extensive linen business on the death of his elder brother John. This included a large home and adjoining business premises in Mill Street, where Castle Street and Divis Street now are.

Their very substantial house faced the entrance to King Street.

William followed his father into the business and became in his own right, a prosperous linen merchant and was mostly involved in the bleaching process which took place at the Mill Street site. He lived in an impressive home in Donegall Place but was later to build a summer house at Fortwilliam at the end of the 1790s.

He was a foundation member of the Chamber by the time he was aged 23 when his leadership qualities were picked out by fellow Chamber members.

The second of four sons, William was a brilliant innovator. In business he carried on an extensive bleachworks at Ligoniel, which by the early 1790s was reputed to be the largest and most mechanised and the most technically advanced in the north of Ireland.

In addition to business, he had significant political interests. He was a foundation member of the Northern Whig Club in 1790 and its Secretary in 1792. He also joined the 68 NI Chamber

secret committee whose meeting with Wolf Tone in Drew’s Tavern on 14th October 1791 led to the establishment of the First Society of United Irishmen and became its Chairman.

This was a time of great difficulty and tension – economically and politically – for those involved in commerce.

The radical movement was becoming more extreme and those who favoured moderation were becoming more unsettled.

Meanwhile the Northern Star, which was owned and directed mainly by members of the Chamber and had first appeared in January 1792, was publishing news and views that added to the tension.

William seems to have stepped back from his republican leanings in the interests of business after the 1798 Rebellion. In 1801 he invested £2,500 in another linen business in partnership with Alexander Stewart successfully resisting labour troubles in his own business in 1804.

He became President of the Chamber in succession to Hugh Montgomery in that same year.

Married to Charlotte Pollock who survived him by over forty years, the couple had three daughters.

However, his life was cut tragically short and he died at the age of forty seven in 1807. Undoubtedly, had he been spared, he could have contributed so much more to the economic health and wealth of Belfast and beyond.

obert Bradshaw, renowned as a captain of commerce, joined the Chamber of Commerce in 1783 and was Honorary Secretary of the Chamber for the next ten years.

He served on the Council and went on to become the longest serving President in the history of the Chamber over a period of 13 years beginning in 1807.

Hailing from the Carrickfergus Road, Belfast, Robert Bradshaw had a thriving business as a merchant selling all things great and small from his premises on Ann Street.

In March and April 1782, he placed a notice in the Belfast News Letter proclaiming the following: “ROBERT BRADSHAW Takes the liberty of acquainting the friends and customers of his late father John Bradshaw that he intends carrying on business in the manner as his father did, and requests a continuance of their friendship, which he will endeavour to merit, by the greatest care and punctuality on his part. He has just imported a cargo of very large Danzig Fir Timber Planks and Ashes, and is well supplied with: Memel Timbers Planks of all sorts Spring poles Laths Oak Clapboards Danzig Staves Sheet milled and Bar Lead Crown Window Glass Powder Blue And shortly expects a cargo of best Drunton Deals. He begs leave to inform his customers, that he is enabled to sell his Powder Blue one penny per pound cheaper than last year, having got it by a much cheaper conveyance.”

But if his array of commercial wares was to give an indication of his energy, so were his business interests.

In 1785 he became a foundation member of the Harbour Corporation and became one of thirteen equal partners (at £100 each) in Smylie’s glassworks. He also became a foundation member of the Northern Whig Club, a forum for moderate liberal thought established by Lord Charlemont, Commander-in-Chief of the Volunteer Army.

In 1792 Robert was involved both in the organisation of the notorious Harp Festival with its rather political overtones and in the duties of the newly-created office of Vice President of the Belfast Library and Society for Promoting Knowledge (which had been set up in 1788 as the Belfast Reading Society and ultimately became the Linen Hall Library).

As with most successful figures in business

Commercial Buildings and Exchange, Belfast c.1820. (William Henry Maguire - National Museums Northern Ireland Collection [photograph], Ulster Museum).

Narcissus Batt.

(From a portrait – National Museums Northern Ireland Collection [photograph], Ulster Museum).

NARCISSUS BATT President (1820-1821)

A

s the Port of Belfast continued to expand in the 18th and 19th centuries, so too did the need to considerably improve access from Belfast Lough. The provision of quays was largely a matter for merchants as it was they who had most use for them.

The delay and additional costs associated with the poor approach to Belfast led the Chamber of Commerce in 1785 to present a petition to the Irish House of Commons drawing attention to ‘the great injury of Commerce’ caused by the ‘tedious and difficult’ navigation up the channel and requesting £2,000 towards the cost of improving the waterway. Although parliament did not agree to provide the money, it gave what was to prove even more important – the establishment, by an Act of 1785, of a new body, “The Corporation for Preserving and Improving the Port of Belfast” – otherwise known as the Ballast Board.

Narcissus Batt was one of twelve merchants in Belfast appointed to the Corporation. He was destined to become one of the most distinguished and faithful members in the Chamber’s history serving the organisation in various capacities over a period of almost 40 years – sixteen of them as Vice President and one as President.

Born in 1767 and descended from an old Cornish family, he was the eldest of five sons of Captain Robert Batt of the 18th Royal Irish Regiment and his wife Hannah, who was a daughter of Samuel Hyde of Hydepark, himself another foundation member of the Chamber. Samuel Hyde’s other two daughters were married to Waddell Cunningham and Thomas Greg, also

foundation members of the Chamber as was Thomas Greg’s son Cunningham. To add to the mix, Narcissus went on to marry Thomas Greg’s daughter Margaret.

Narcissus amassed considerable wealth at an early age running a very successful export/import business and trading in Claret, Port, Sherry, Madeira, Wine, Brandy, oils and spices at his stores on Belfast’s Linenhall Street. He lived in an opulent home, Donegall House on Donegall Square North, which he had purchased from the 2nd Marquess of Donegal.

By 1811 he had become one of the best known businessmen in Belfast with business interests in salt extraction, sugar refining and rope making.

But it was in banking where he was to make his mark.

On August 2, 1808, the Belfast News Letter announced: ‘We learn with pleasure that business commenced yesterday at the Belfast Bank, No 1 Donegall Square. The partners are David Gordon, Narcissus Batt, John H. Houston and Hugh Crawford, Esquires. The rising opulence of Belfast and the great increase in its trade, evidently renders such an establishment necessary.’

The Belfast Bank launched in 1808 as Gordon & Co with an office at the corner of Callendar Street. Twenty years later the bank merged with the Commercial Bank to form the Belfast Banking Company with headquarters in Waring Street which went on to become part of the Northern.

Narcissus and his wife and their family of two sons and two daughters eventually moved in 1811 from Donegall Place to Purdysburn House, in the Parish of Drumbo, which was redesigned for them in an Elizabethan style by a well-known London architect of the day, Thomas Hopper.

Narcissus continued to be active in banking and in the Chamber for another 10 years.

In addition he was Chairman of the Belfast Harbour Corporation in 1816.

He lived in his grand house and entertained lavishly for the last fifteen years of his life.

Indeed, it was whilst enjoying one of his parties that on 27th January 1840 he fell over the banisters to his death.

The glowing obituary in the Belfast News Letter referred not only to the commercial success of Narcissus but to the part he had played in introducing “those liberal yet safe and judicious principles of Banking, which so peculiarly characterise his portion of Ireland”.

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at the time, politics was very much in Robert Bradshaw’s blood.

The gradual transformation of the United Irishmen from a radical political group into a secret brotherhood that was plotting armed rebellion demanded a response and so Robert Bradshaw “declared for the King” by joining Captain Charles Ranken’s Yeoman Cavalry and in a public statement condemned the 1798 Rising.

Away from the cut and thrust of politics in the early 19th century, Robert’s business interests took a new direction and in 1809 he joined William Tennent, Robert Callwell and John Cunningham (all Chamber members) together with John Stewart and John Thomson in forming the Commercial Bank at an initial subscription of £10,000 each.

Robert Thompson remained active in public and commercial affairs in the second decade of the 19th Century. He was named one of the foundation “managers” of the Academical Institution (later RBAI) in the Act of Incorporation of June 1810 and he was one of the Spring Water Commissioners in the provision and improvement of public water supplies.

Robert Bradshaw, who was married to Anne Scott, died on 17th September 1819.

His obituary notice in the Belfast News Letter read: “On Friday morning, the 17th inst., Robert Bradshaw. Esq., Banker, and President of the Chamber of Commerce in this town. Much and long respected as an intelligent merchant, a well-informed man, a tried and trust-worthy citizen; - of manners, open, candid, communicative - of morals, pure and untainted; - of prepossessing appearance and of solid worth - a liberal loyalist - attached to the whole constitution, not less to his country, and consistent in all, because always alive to the best interests of his native land, in the encouragement of industry, in the promotion of every patriotic undertaking, and in diffusing the blessings of education through all orders of society, high as well as low. The truth of the character has been testified by the members of all ranks who attended his funeral, and gave the long, last silent farewell at his grave.”

York Street Flax Spinning Company, Ltd. Processes: roughing. (National Museums Northern Ireland Collection [photograph], Ulster Museum).

JOHN S FERGUSON President (1821-1832)

T

he name Ferguson has been steeped in Ireland’s linen industry for centuries and, as a member of the dynasty, John S Ferguson was a major figure in business in the 19th century.

A leader in the linen industry who encouraged the development of the trade by promoting the cultivation of flax and its processing, John S Ferguson became a long-serving President of the Chamber.

He was born in Belfast in 1764 and was the son of Dr James Ferguson and brother of James Ferguson who was also a successful linen merchant.

John S Ferguson had a huge bleach-green at Ballysillan in Belfast, a sales office in the White Linenhall, a paper mill in Antrim and a fashionable home in Donegall Place.

He was also active in the Charitable Society and the Reading Society.

He rose to prominence in the Chamber at an early stage and injected new blood into the Council following a shake-up in 1812.

New faces in the Council included Narcissus Batt’s brother Thomas, and James Luke, a partner in the Commercial Bank who became Secretary to the Chamber, but it was John S Ferguson who was regarded as the most outstanding of the lot.

He played a major role in a campaign to

70 NI Chamber

dissuade Parliament from renewing the Charter of the East India Company – the Charter that had for over two centuries given the company the right to be the sole vehicle for British and Irish trade with India and China. John S Ferguson and William Blacker, another of the new Council members, went to London to lobby MPs, noblemen, Ministers and officials according to a carefully defined remit drawn up by Chamber President Robert Bradshaw.

The case was made with vigour in the summer and autumn of 1812 (it cost the Chamber £51:15s:0d for the expenses of John S Ferguson and William Blacker) but the issue was still being debated in 1813.

In the end, the Charter of the East India Company survived and the Chamber was forced to endure the restrictions on trade for many years – although it frequently raised complaints.

While the Chamber launched in 1783, there were several breaks in its recorded activities due internal disputes or outside influences including political dissension and the organisation at one stage ceased activities completely.

In fact the Chamber died in February 1794 and rose again in February 1802 but the breaks meant that John S Ferguson’s Presidency was more frequent and lasted longer than it otherwise may have done.

When he became Chamber President in

1821, following Narcissus Batt, the Chamber was extremely busy with a number of issues including the campaign for the construction of a commercial waterway from Lough Neagh to Lough Erne and the establishment of a coach service from Belfast to Enniskillen. The Port of Belfast also commanded attention and there was cause for celebration when in March 1824 it was approved as a base for the East Indies trade.

The Belfast of 1830 in which John S Ferguson would resume the Presidency of the Chamber with renewed vigour had changed in many ways from the Belfast of 1820.

For one thing the population had increased by about fifteen thousand and now stood at fifty thousand. In parallel with this there had been substantial property development stimulated in part by Lord Donegall’s decision in 1822 to begin granting long leases for ready money – money that he and his son Lord Belfast badly needed to service the family’s huge debts and sustain their expensive lifestyle.

Other issues for Ferguson in 1830 concerned cooperation with the Dublin Chamber in a renewed campaign to rid Ireland of the iniquitous duty on coals. By 1832 Ferguson was able to report the benefit, which “had been conferred on this part of the United Kingdom…by the repeal of the duty on coals”.

President (1863-1864)

S

ir William Ewart, 1st Baronet was an Irish linen manufacturer and Unionist politician who sat in the House of Commons from 1878 to 1889.

Born in 1817, he was the son of William Ewart and his wife Mary Anne Rossman who lived in Sydenham Park, Belfast. William was educated at the Belfast Royal Academy and was then employed in his grandfather’s firm of William Ewart & Son becoming a partner in 1843.

The company had diversified into flax spinning in 1840, thus following a trend initiated by Andrew Mulholland a decade earlier and taken up by an increasing number of Belfast cotton producers, who exploited the comparative advantages that wet flaxspinning techniques offered. The Ewarts were unusual only in that they had been manufacturers of cloth rather than spinners.

The Ewarts’ first mill, powered by water was on Belfast’s Crumlin Road. Power-loom weaving was added about 1850 and in 1852 they purchased the Glenbank bleaching works. In 1859, the firm moved to extensive warehouses at 11 Donegall Place, though it kept its mills on the Crumlin Road. On the eve of the American civil war and the subsequent cotton famine, the Ewarts were already in possession of a highly successful business and well placed to meet the increasing demand for linen. By now William Ewart was in full control and a number of his children were also involved in the business – in 1840 he had married Isabella Kelso Mathewson and the couple had six sons and two daughters.

He was a powerful figure in the linen industry and became President of the Irish Linen Trade Association and served on the board of the Flax Supply Association.

A long serving member of the Chamber, he became President in 1863 after being knighted two years earlier.

Through good management, Ewarts survived the post-war depression and, indeed, prospered by buying up the assets of less enterprising competitors. For example in 1876, it bought the premises of the Bedford Street Weaving Company and in the same year purchased the Mountain Mill, Ligoniel from Waring and Duncan.

During the trade depression of 1883, in order to protect the family wealth, Ewart turned the business into a limited liability company with a capital of £500,000. There were six partners: Ewart himself and five sons.

In common with many other Belfast manufacturers during the 19th century, William Ewart played an active part in the political, philanthropic and religious life of the city. He was a member of the Belfast Corporation for twenty five years and

Sir William Ewart MP. (National Museums Northern Ireland Collection [photograph], Ulster Museum).

Mayor in 1859 and 1860. He was elected MP for Belfast City as a Conservative at a by-election in 1878 and retained the seat in1880 and occupied it until 1885 when the new constituency of Belfast North was created. He was created a baronet in 1887 of Glenmachan House in the parish of Holywood, Co Down and of Glenbank in the parish of Belfast in Co Antrim.

He was also a justice of the peace for Belfast, Antrim and Down.

William Ewart was a staunch member of the Church of Ireland and was active in putting the

financial affairs of the church on a sound footing.

He died in London on 1st August 1889 and was buried in Belfast five days later. News of his death arrived in Belfast on a Saturday in time for five churches to hold memorial services on a Sunday.

The Ewarts were certainly one of the leading dynasties in the Ulster linen industry, beginning with small-scale damask weaving, but expanding vigorously such that on Sir William’s death, the family’s company was one of the biggest linen-producing firms in the world.

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SIR WILLIAM EWART MP

GUSTAV WOLFF

Gustav Wolff (National Museums Northern Ireland Collection [photograph], Ulster Museum).

President (1898-1899)

G

ustav Wolff was born on 10th November 1834 in Hamburg, Germany to Moritz Wolff, a merchant, and Fanny Schwabe. As his family converted to Judaism in 1819, he was brought up in a Lutheran Church before moving to Liverpool, England, in March 1850 to live with his uncle, Gustav Christian Schwabe.

Following his education at Liverpool College, Gustav Wolff joined Joseph Whitworth and Company in Manchester as an apprentice.

The engineering firm were so impressed by Wolff’s skills that they chose him to represent the company at the 1855 Paris Exhibition. He later went on to join B. Goodfellow Ltd as a draughtsman.

It was in 1857 that Wolff would become Edward Harland’s personal assistant at Robert Hickson’s shipyard at Queen’s Island, Belfast.

This employment would determine the future of Gustav Wolff, and create a shipping legacy most shipbuilders could only dream of. After two years of assisting Edward Harland, he became his employer’s business partner, forming Harland and Wolff.

Not only did Wolff bring managerial and engineering expertise to the business, but through his wealthy family he had access to financial know-how and resources necessary for the development of the shipyard.

Initially, Wolff was primarily involved in the engineering and managing of the yard. His German-Jewish descent also provided him with extensive international links that allowed him to attract business into the shipyard. Once Harland and Wolff received limited company status in 1888, he was appointed to director. He was pivotal in securing a partnership with the White Star Line, which resulted in the company building some of the world’s biggest ships in Belfast, including the three Olympic class liners: the RMS Olympic, RMS Titanic and RMS Britannic.

Wolff had business interests outside Harland and Wolff, including the Belfast Ropeworks Company, which he founded in the early 1870s with W.H. Smiles, who was the son of Samuel Smiles, a Scottish author.

With Wolff as Chairman, the firm became one of the largest ropeworks in the world. It also benefitted the Harland and Wolff shipbuilding company by supplying rope and sailcloth for its steamships and for the sailing vessels it constructed.

Wolff also bought shares in the Union Steamship Company, and became a director; with his influence, he ensured Harland and Wolff received regular orders from the company.

As a result of Wolff’s negotiation, the Union Steamship Company merged in 1900 with the 72 NI Chamber

Castle Line and the new company formed was the Union-Castle Line.

Outside business, Gustav Wolff served as a Belfast harbour commissioner from 1887 to 1893. Like Edward Harland who had become a Conservative MP for North Belfast in 1889, Gustav Wolff was elected Conservative MP for East Belfast, where the majority of Harland and Wolff workers lived, in 1892.

Edward Harland and Gustav Wolff were known in the House of Commons as “Majestic” and “Teutonic”, the names of two ships that Harland and Wolff had built.

In business, Wolff held the position of President of the Chamber from 1898-1899 while in politics, he was re-elected as an MP in 1895, 1900, 1906 and January 1910.

In the 1892 by-election Sir William Charley, Q.C., stood against Wolff as an Independent

Conservative. Wolff defeated Charley by a margin of over 2,100 votes and was then returned unopposed until his retirement from Parliament in 1910. Afterwards, he was made a freeman of Belfast by the Belfast Corporation in recognition of his tireless work for the city.

He also generously donated to local causes including the Ulster Hospital and the Orange Order. Wolff was a member of many different clubs, including the prestigious Carlton Club and the Garrick Club in London.

He officially retired from Harland and Wolff in 1906, despite the fact he had not played an active role in the business for a number of years.

After his retirement from Parliament, Wolff lived almost exclusively in London, where he died following an operation on 17 April 1913 at his home, 42 Park Street. Wolff did not marry and died a bachelor.

SIR SAMUEL DAVIDSON President (1915-1916)

S

ir Samuel Davidson was one of the greatest inventors and engineers of his time.

He was born in Ballymacarrett on 18th November 1846, the youngest child of a family of eight and the son of James Davidson.

Educated at The Royal Academical Institution in Belfast, he left at the age of 15 and entered the office of a Belfast Civil engineering firm, William Hastings, where he remained until the summer of 1864 acquiring a good knowledge of surveying, architecture and engineering.

In 1864 his father purchased a share in a tea estate in Cachar, India and believing his son would have better prospects of advancement in life as a tea grower sent him to India.

The tea estate was 300 miles northeast of Calcutta. Upon arrival he acted as assistant manager then after two years became manager.

After the death of his father James in1869, he bought out his co-partners and became the sole proprietor. Samuel Davidson soon recognised the possibility of improvement in the system of tea manufacture and the production of good quality tea.

He developed a cylindrical drying machine in order to produce good quality tea, which he patented in 1869 and the following year obtained a patent for a tea roller.

He returned home in 1827 and married Clara Mary Colman of Belfast. The couple went back to India where their first daughter Annie was born in 1873 but following her death in 1874 Clara Mary returned to Belfast.

The couple had a further four children – two girls and two boys.

Samuel Davidson continued with his tea enterprise and while his earliest driers were produced by Ritchie Hart and Co, in 1881 he started the Sirocco Engineering Works

in Belfast to manufacture his patented machinery.

Since the success of his first tea drying machines Samuel patented many world famous inventions including the Sirocco forward curved centrifugal fan, which revolutionised factory and mining working conditions.

Samuel Davidson’s interest in tea drying led to his development of stoves for heating by convection. These stoves were designed to give out heat only in the form of hot air, while the parts, which could be touched, remained cool; this meant a greatly reduced fire risk, and little emission of dust. By the end of the 1880s, large numbers of Sirocco stoves were in use in local churches, halls, workrooms, schools and linen-drying rooms.

Samuel Davidson’s fans both centrifugal and axial flow types, were applied to many purposes including forced and induced draught for boilers, the ventilation of mines, buildings, and ships, fume and dust removal, and air conditioning. The making of equipment for heating and ventilating eventually replaced the making of tea machinery as his firm’s main activity.

It was during one of the fan experiments that a large volume of hot air was produced, which reminded one of Samuel’s friends of the hot wind ‘The Sirocco’ that blows across the North African desert. Samuel Davidson thought the name so apt that he adopted it as his trademark and so the Sirocco name was then given to all the firm’s products and to his Belfast works.

The ‘Sirocco’ Engineering works were unique in the respect that nothing else was manufactured but the personal inventions of Samuel Davidson, its Chairman and Managing Director. The business converted into a private limited liability company in 1898 under the name of Davidson & Company Ltd. The period 1900 to 1910 saw a remarkable growth in his trading interests abroad and representatives were appointed to look after the company’s interests in India, Ceylon (SriLanka), South Africa and Australia.

The First World War led to an increased demand for fans. During the years of the war the Sirocco works, among many other contributions to the war effort, supplied over 8,000 fans for use in the Royal Navy and Merchant Navy.

Samuel Davidson became a Member of the Institution of Mechanical Engineers (M I Mech E) in 1888. He was knighted by George V in 1921 but was too ill to make the journey to London for the ceremonials. A few months later he died on 18th August in Seacourt, Bangor, Co Down. He was buried alongside his wife Clara Mary in Belfast City cemetery.

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Sir Samuel Davidson.

Photograph Public Records Office Northern Ireland.

CHAMBER PAST PRESIDENTS AND THEIR COMMERCIAL LEGACIES

Lord and Lady Londonderry.

Picture by ANL/REX/Shutterstock

THE 7TH MARQUESS OF LONDONDERRY PRESIDENT (1920-21)

74 NI Chamber

In 1899 he married Edith Helen Chaplin and the couple had five children – four girls and a boy.

Castlereagh was content as a soldier but was encouraged by his father into politics and in 1906 won a seat as Conservative Member of Parliament for Maidstone, which he held until 1915.

However, the outbreak of the First World War in August 1914 saw his return to the military and he rejoined his regiment, the Royal Horse Guards. He enjoyed some success ending up as a lieutenant-colonel and was twice mentioned in dispatches. He was appointed second-in-command of The Blues, part of the 8th Cavalry Brigade and served at the front during the Battle of the Somme.

In February 1915 he succeeded as the 7th Marquess of Londonderry with the immense wealth and status which went with it and entered the House of Lords.

In 1917 Londonderry was appointed secretary to the Ulster Unionist delegation at the Irish Convention. Though the convention, which was designed to secure agreement on an Irish constitution, collapsed in 1918, Londonderry was able to strengthen his ties with the leadership of the Ulster Unionist movement. With politics now dominating his life, he retired from the army in 1919 as a major and brevet lieutenant-colonel.

He was appointed to the new Air Council at Westminster in 1919 by the postwar coalition government. Promoted to Under-Secretary of State for Air in 1920, Londonderry took advantage of his Ulster connections to become President of the Chamber of Commerce in Belfast in 1920 and to join the first Government of Northern Ireland in June 1921, as Leader of the Senate and Minister for Education – a position he held until 1926.

In Stormont he acted as a check on the increasingly partisan government of Prime Minister Sir James Craig. Nevertheless, Londonderry’s Education Act of 1923 received little in the way of good will from either Protestant or Catholic educational interests, and was amended to the point that its purpose, to secularise schooling in Northern Ireland, was lost.

In 1926, he resigned from the Northern Ireland Parliament and in 1928 was offered a seat in the Cabinet by Prime Minister Stanley Baldwin as First Commissioner of Works. Londonderry was also invited to

join the emergency National Government under Prime Minister Ramsay MacDonald and Lord President Baldwin in 1931.

When the National Government won the 1931 General Election, Londonderry returned to the Cabinet as Secretary of State for Air (he held a pilot’s licence and had been instrumental in the establishment of the airfield at Newtownards).

However, his time at the Air Ministry proved controversial. He opposed in Cabinet any moves that would risk the deterrent value of the Royal Air Force.

For this he was attacked by Clement Attlee and the Labour Party, and thus became a liability to the National Government. In the spring of 1935 he was removed from the Air Ministry but retained in the Cabinet as Lord Privy Seal and Leader of the House of Lords.

He was also seen as a liability in his role as a leading member of the Anglo-German Fellowship, which earned him the popular nickname of “Londonderry Herr”.

His visits to meet Hitler, Hess, Goering, Himmler, von Papen, and other senior members of the German Government aroused suspicion which was compounded by the stays in 1936 of Joachim von Ribbentrop, German Ambassador to the Court of St. James, later the German Foreign Minister, at the principal ancestral homes of the Marquess at Mount Stewart on the Ards Peninsula and in London.

Between January 1936 and September 1938 Lord Londonderry made six visits to Nazi Germany, the first lasting for three weeks, but a seventh invitation previously accepted for March 1939 was abruptly declined by Londonderry following the Nazi occupation of Prague.

The friendly regard in which the Marquess was held in Berlin was reflected in Hitler indiscreetly informing his guest, in October 1936, of his intended moves both on Czechoslovakia and Poland years in advance of these two invasions being actioned.

Londonderry immediately passed this information on to a member of the British Government, via a letter to Lord Halifax on 24 December 1936.

After distancing himself from Germany, Londonderry spent the war years mostly living in Mount Stewart. He died there on 11th February 1949 – and was buried in the grounds three days later.

NI Chamber 75

CHAMBER PAST PRESIDENTS AND THEIR COMMERCIAL LEGACIES

T

he 7th Marquess of Londonderry bore a memorable name and came from a memorable dynasty.

Charles Stewart Henry Vane-TempestStewart, born in 1878 in London, was the eldest son of Charles Vane-TempestStewart, 6th Marquess of Londonderry, and Lady Theresa Susey Helen VaneTempest-Stewart, daughter of Charles John Chetwynd-Talbot, 19th Earl of Shrewsbury.

In terms of the 7th Marquess’s aristocratic background and wealth – the title Marquess of Londonderry was created in 1816 for Robert Stewart, 1st Earl of Londonderry who had earlier represented Co Down in the Irish House of Commons. He had already been created Baron Londonderry in 1789, Viscount Castlereagh in 1795 and Earl of Londonderry in 1796.

The 1st Earl was the son of Alexander Stewart, who had married Mary Cowan, sister and heiress of Robert Cowan, who gained great wealth as Governor of Bombay from 1729 to 1737. Alexander was from Ballylawn, a townland at the south-west corner of Inishowen in the north of Co Donegal. However, much of the Stewart family wealth was based on the estates, which came into the family through this marriage.

The 1st Marquess was one of the few people to become a Marquess without inheriting any titles prior to the creation.

He sat in the British House of Lords as one of the twenty-eight original Irish Representative Peers from 1800 to 1821.

He was succeeded by his son from his first marriage to Lady Sarah Seymour.

The 2nd Marquess, better known as Lord Castlereagh (he went by the courtesy title of Viscount Castlereagh from 1796 to 1821), was a noted statesman and diplomat. Castlereagh is best remembered for his tenure as Foreign Secretary of the United Kingdom from 1812 to 1822 and played an important role at the Congress of Vienna of 1814 to 1815.

So it was this rich and notable lineage from which the 7th Marquess came.

Charles Stewart was educated at Eton College and at the Royal Military College, Sandhurst and (as Viscount Castlereagh, the courtesy title by which he was known from 1884-1915) was commissioned into the Royal Horse Guards in 1897.

news

Word from brussels

AMBITION LOOKS AT RECENT DEVELOPMENTS IN BRUSSELS AS THE UK PREPARES TO LEAVE THE EU. STATEMENT BY THE EUROPEAN COUNCIL ON THE UK NOTIFICATION Following notification to the European Council by Prime Minister Theresa May of the UK’s intention to leave the EU, the withdrawal process under Article 50 has begun.

The European Council said: “For the European Union, the first step will now be the adoption of guidelines for the negotiations by the European Council. These guidelines will set out the overall positions and principles in light of which the Union, represented by the European Commission, will negotiate with the United Kingdom. In these negotiations the Union will act as one and preserve its interests. Our first priority will be to minimise the uncertainty caused by the decision of the United Kingdom for our citizens, businesses and Member States. Therefore, we will start by focusing on all key arrangements for an orderly withdrawal. We will approach these talks constructively and strive to find an agreement. In the future, we hope to have the United Kingdom as a close partner.”

PRESIDENT TUSK ADDRESSES NORTHERN IRELAND BORDER European Council President Donald Tusk has set out the EU’s draft negotiating position on Brexit and made it clear that avoiding a hard border was crucial to peace in Northern Ireland.

Referring to the border, President Tusk said: “We will seek flexible and creative solutions aimed at avoiding a hard border between Northern Ireland and Ireland. It is

76 NI Chamber

of crucial importance to support the peace process in Northern Ireland.”

He added: “Only once we have achieved sufficient progress on the withdrawal, can we discuss the framework for our future relationship. Starting parallel talks on all issues at the same time, as suggested by some in the UK, will not happen. And when talking about our future relationship, we obviously share the UK’s desire to establish a close partnership between us. Strong ties, reaching beyond the economy and including security cooperation, remain in our common interest.”

PRESIDENT JUNCKER AND CHIEF NEGOTIATOR MICHEL BARNIER ON NEGOTIATIONS WITH THE UK European Commission President JeanClaude Juncker and Chief Negotiator Michel Barnier recently addressed the European Parliament ahead of the vote on a resolution on the negotiations with the UK. President Juncker underlined the importance of the European Parliament’s role and said that failure to reach an agreement is the worst case scenario in which everybody will lose.

His words were echoed by Chief Negotiator Michel Barnier. President Juncker reiterated that the European Parliament will need to scrutinise the final agreement at the end of the two-year negotiating process, telling MEPs: “You are the checks and the balances during the negotiations themselves.”

He said the withdrawal of the UK is a sad moment for the EU but that it “has provided a new impetus for the Union”.

Michel Barnier underlined the conditions necessary for reaching an agreement: unity, removing uncertainty and doing things in the right order. He said: “Unity is essential, for

our Union but also for our British partners: at the end of the day if the Union is disunited, there simply will not be an agreement. And if there is no agreement, the consequences will be heavy, for the United Kingdom especially, but also for the Union. That is why the no deal scenario is not our scenario. Our ambition must be to succeed.”

FACT SHEET ON ARTICLE 50 OF THE EUROPEAN UNION The European Commission has published a Q&A on Article 50 of the Treaty of the European Union, which includes an outline of the next steps in the process. An extraordinary European Council convened on 29 April and adopted by consensus a set of guidelines on the orderly withdrawal of the UK from the EU. These guidelines define the overall principles that the EU will pursue during the negotiations based on the common interest of the EU and of its Member States.

After the adoption of the guidelines, the Commission will present to the Council a recommendation to open the negotiations.

The Council will then need to authorise the start of the negotiations by adopting a set of negotiating directives. They must be adopted by a strong qualified majority (72 per cent of the 27 Member States, i.e. 20 Member States representing 65 per cent of the population of the EU27). Once these directives are adopted, the Union negotiator, as designated by the Council, is mandated to begin negotiations with the UK. • The factsheet also includes information on how the withdrawal agreement will be concluded, how long there will be for actual negotiations and who will negotiate for the European Union. For the full factsheet, go to www.europa.eu/rapid/ press-release_MEMO-17-648_en.htm

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feature

what’s in it for me?

HOW NI CHAMBER HAS HELPED MY BUSINESS WITH...

Mark Lyness, Marketing Manager, i3 Digital Ltd. Describe your Business i3 Digital is one of Northern Ireland’s longest established digital agencies focusing on the design and build of business websites and apps. With our HQ in Belfast, we’ve also recently opened premises in Dublin, London, and Boston. Our clients range across both the private and public sectors, and include local organisations like Translink, Belfast Waterfront, Titanic Belfast, Dublin Bus and Safefood. We’ve enjoyed a really exciting phase of growth over the past few years, and are now the digital agency partner to global organisations like Bechtel, City of Westminster Council, MAXIS GBN, MullenLowe Group, Charles River Laboratories, TSI Inc., and California Avocados.

WHAT MAKES YOUR BUSINESS STAND OUT? As of last week, two main things. Firstly, unlike many of our competitors, we’re not a traditional communications agency that have added a digital element to the business in the last 5-10 years. We’ve only ever been 100 per cent digitally-focused, so our team have the niche digital skills and expertise to deliver online or digital projects that others simply don’t.

Secondly, we’re hugely focused on service delivery and offer 24/7/365 support of all our website and app deployments. This may not sound like a particularly big deal, but not many organisations commit to this, so giving our

global clients peace of mind at all times is a huge value contributor.

HOW HAS NI CHAMBER HELPED YOUR COMPANY ACHIEVE ITS GOALS? The NI marketplace will always be important to us, and there’s no better way to grow your presence than speaking face-toface with other local businesses. NI Chamber provides dozens of opportunities throughout the year to do just that. Additionally, Greater London is a huge target marketplace for us, and NI Chamber has also helped us reach out to that location. For example, I’m just home from a NI Chamber Trade Mission to London. Not only did I get to spend time with 20 other great NI Chamber member companies, but the mission included networking opportunities with the London Chamber of Commerce, as well as meetings with the procurement teams at Heathrow Airport and Transport for London. These are opportunities that would be borderline impossible to achieve without the introduction and backing of NI Chamber, and we can’t wait to see what comes of them down the line.

WHAT WOULD YOUR ADVICE BE TO OTHER NI CHAMBER MEMBERS TO HELP GET THE MOST FROM THEIR MEMBERSHIP? Simply to do just that – be proactive

and make sure you get the most of it! NI Chamber offers member companies so many opportunities to grow both locally and globally, so my advice is to speak with them directly to learn how they can help your individual business. Take the time to attend some events, whether they be the networking conferences, meet the buyers or external trade visits. I ensure we attend events that are relevant to us, and more often than not we make new connections with organisations that we can help, or that can help us. Just don’t expect to leave events with an invoice, that isn’t their purpose. Be prepared to simply connect with businesses, learn about them, and the benefits will come down the line.

HOW HAS CHAMBER MEMBERSHIP HELPED YOU AND YOUR STAFF DEVELOP A PROFESSIONAL SKILL SET? I think many of us are guilty of operating our businesses too much from behind a computer screen. Collaborating with NI Chamber and other members is a great way to not only sharpen your business networking skills, but improve your people skills generally! There’s nothing more important than coming across well in a professional or business environment, and active Chamber membership means you can’t help but improve all areas of your professional and social communication skills.

NI Chamber 79

feature

TAKING LEADERSHIP TO

THE NEXT LEVEL By developing your personal leadership skills, you will learn to inspire and lead others. Adrienne McGill talks to Kate Marshall, a Chair of Vistage in Northern Ireland and hears how the organisation helps businesses to achieve more.

M

Most business leaders will experience a point in their role where the requirement to lead and to influence people becomes increasingly significant in determining their success.

They are likely to be responsible for teams of people and/or projects and be measured in terms of their effectiveness in influencing others within the organisation.

For those that need to reflect on their leadership effectiveness and feel it’s time to take steps to further develop as a leader, then joining an organisation which can hone their skills make sense.

Vistage is one such organisation – it is a peer-to-peer membership organisation for CEOs, business owners and executives of small to mid-size businesses and has 22,000 members in 16 countries across the world.

The company, headquartered in San Diego, California, was founded in 1957, when it was known as TEC (The Executive Committee), by a Wisconsin businessman named Robert Nourse, who met with four chief executives to share knowledge and experiences. Nourse had found it difficult to find other peers to talk to about business issues without compromising himself. He brought together executives from similarly-sized companies in non-competing industries for the sole purpose of learning from each other. Soon, Nourse turned the model into a business…and so TEC was born.

Nourse expanded the business by creating additional groups. As the company grew, it began to include the following elements in its monthly meetings: professional development coaching, business-practice sharing, confidential help with critical business

80 NI Chamber

issues, and debates on factors impacting small and mid-sized businesses. The company later added a facilitator (known as a “Chair”) to lead each group meeting and serve as a confidential, personal coach to each member.

The company, which subsequently changed its name to Vistage, holds meetings for members once a month in groups with up to 16 other executives from non-competing businesses. The groups typically begin with a speaker who presents a three-hour seminar on business topics such as merger and acquisitions, marketing, digital strategies, sales and people management and then peer coaching and peer mentoring sessions take place.

Members are selected carefully and invited to join a group; you cannot simply pay to join.

“Talks cover the whole gambit of anything a business leader or owner would need to know in order to lead and manage their business well,” says Kate Marshall, one of two Chairs of Vistage in Northern Ireland, the other being Gerry McGinn.

Kate is also an experienced speaker for Vistage on High Performance Culture, Leadership, Coaching, Personal Success and Motivation. Her passion is to help others achieve extraordinary results and she believes the quality of our thinking impacts directly on the quality of our life, our business and our relationships.

Vistage UK, which has 60 members in Northern Ireland, operates a speaker bureau, which draws on speakers such as Kate and others from across the world to address members in the various countries in which the organisation is based.

“The aim of Vistage is to help leaders make

better decisions and get better results. It is as simple as that,” stresses Kate.

“When you are sitting in a room with up to16 other business leaders who are hearing from and sharing with their peers about best practices and challenging thinking – it focuses the mind.

“The world is changing at such a rapid pace. We need to be agile and looking ahead constantly. That can be debilitating if you are on your own as a business leader where the buck stops with you. Vistage offers the opportunity to sit in a room with other leaders and say – ‘What can I learn? What can I share?

How can I share? How can I help? How can you help me?’

“It is about engaging in a development programme that develops the individual, leaders, a business and teams.”

In Northern Ireland Kate Chairs 2 groups of Vistage members – one of CEOs and the other of SME managers/key leaders while Gerry McGinn oversees a CEO group.

Both Gerry and Kate possess considerable experience in business.

Earlier in her career Kate gained experience as a leader through various senior executive and Director roles in both retail and manufacturing as a buyer and sales manager with particular responsibility for development and sales growth.

Meanwhile Gerry McGinn is one of Northern Ireland’s best known business figures with a background in the public and private sector. He is an experienced business leader who has been Chief Executive of a number of financial institutions in London, Dublin and Belfast as well as Permanent Secretary of two government departments in Northern Ireland. He now has a number of non-executive positions as Chairman of the Strategic Investment Board, Chairman of Capita Asset Services (Ireland), Chairman of HNH Group, and as a board member of the Progressive Building Society. He was previously on the board of Invest Northern Ireland from 2008 to 2015 where he chaired the Audit & Risk Committee for 6 years.

Kate says most of the issues which businesses raise with herself and Gerry are around growth, strategy, funding, merger and acquisitions, sales, hiring and people issues.

“It really does not matter what the business is – the issues are the same. You have to fund your business, you have to grow your business and you have to have the right people on board. Those are the decisions we help leaders with.

“You join Vistage because you are serious about developing yourself, your people, your business and ultimately your profits. You join with the intent of following through on actions.”

According to an anonymous survey of members in 2015, over 92 per cent of UK members said they would recommend Vistage to other MDs, CEOs, executives or business owners.

“Companies who join Vistage grow on average at nearly 3 times the rate of nonmember companies – 7.1 per cent vs. 2.1 per cent,” says Kate.

“Our results speak for themselves.”

appointments

new appointments

Northern Ireland Chamber of Commerce and Industry has made four new appointments. Stuart Hollinger has been appointed Finance & Assurance Manager; Nicola Woods and Lisa Maltman take up roles as Business Development Executives; Denise Brice has been appointed Finance & Admin Officer.

Caitriona Lennox has been promoted to Business Development and Retention Manager across the Catering, Vending, Beverage & Events divisions at Mount Charles.

Clare Keenan has been appointed Operations Manager for the Cleaning, Security and Support Services division at Mount Charles.

Nuala McNally has been appointed Business Development Manager for the Cleaning, Security and Support Services division at Mount Charles.

John Boyde has been appointed the Out of Office Hours Team Leader for Selective Travel Management.

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82 NI Chamber

30/06/2016 07:51:00

ACCEPTANCE IN NORTHERN IRELAND

BY Ken Belshaw, Founder of Grafton Recruitment.

With Brexit looming and Article 50 already invoked, Northern Ireland is on its way to leaving the European Union. EU nationals living in Northern Ireland to wait under a cloud of uncertainty to hear what the future holds for them but they have also had to deal with an unfortunate, more sinister by-product of the EU referendum – an increase in hate crime. Figures compiled by the Press Association suggest hate crime soared to ‘record levels’ in the three months following the EU referendum.

So what action can we take as a community to address this?

Joanne Quinn has been appointed as Director of Regulatory Affairs at Phoenix Natural Gas.

Grafton has teamed up with a Belfast-based social enterprise, For Your Freedom & Ours C.I.C, an educational campaign highlighting the shared history between Poland and Northern Ireland.

Through a series of visual presentations of the deep links between the two nations, and discovering the connections to World War II of the Polish people currently living in Northern Ireland, it aims to tackle prejudice, discrimination and hate crime as well as improve community relations.

It is designed for the young, for adults and is also available to individuals and groups, including youth groups, schools, colleges and universities across Northern Ireland.

The real highlight of the project is a tour of the most iconic locations in Polish history such as Westerplatte, the World War II Museum in Gdansk, the Warsaw Uprising Museum and the Auschwitz Museum. There are

Jonathan Martindale has been appointed as Director of Sales and Marketing at Phoenix Natural Gas.

also educational trips to Scotland and England following the footsteps of the Polish Armed Forces and the Polish Air Forces. The campaign’s steering committee includes the following prominent individuals: • Air Vice-Marshal David Niven, Royal Air Force • Jerome Mullen, Honorary Consul of the Republic of Poland in Northern Ireland • Ken Belshaw, Founder of Grafton Recruitment • Ernie Cromie, The Ulster Aviation Society • Wanda Wojciechowicz/Henderson Around 30,000 Polish people are currently living in Northern Ireland.

The For Your Freedom & Ours Educational Campaign is a vital tool in bringing our communities together and tackling social divides and misconceptions that have surfaced in modern-day Northern Ireland.

There is no better way to understand another community than through learning and sharing their history/ experiences and Grafton is proud to be a part of this programme.

Jeff McCartney has been appointed Sales Operations Director by the Charles Hurst Group.

Andrew Gilmore has been appointed Aftersales Operations Director by the Charles Hurst Group.

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NI Chamber 83

ULSTER TATLER GROUP TERMS & CONDITIONS

First Aid and Health & Safety training for workplace and community For information on courses and our competitive prices call 028 9079 9393 St John Ambulance NI Erne, 35 Knockbracken Healthcare Park Saintfield Road, Belfast BT8 8RA Email: training@sjanifirstaid.org NI Charity number: NIC103839

Opinions expressed in Ulster Tatler Group publications are those of the individual contributors and do not necessarily represent the views of the publishers. NI Chamber of Commerce and Ulster Tatler Group do not accept responsibility for the views of the correspondents or contributors. Whilst every effort has been made to ensure that all the material within is accurate at the time of going to press, Ulster Tatler Group cannot be responsible for mistakes arising from clerical or printing errors.

Advertisements for Ulster Tatler Group publications are accepted only on condition that the advertiser warrants that the advertisement does not in any way contravene the provisions of the Copyright Text and Advertising Trade Descriptions Act 1968.

Where advertisements and art work have been specially designed for Ulster Tatler Group, copyright is strictly reserved. The entire contents of the magazine, articles, photographs and advertisements, are the copyright Š of NI Chamber of Commerce and Ulster Tatler Group., and may not be reproduced in any form without written consent from the publishers.

The publishers will institute proceedings in respect of any infringement of copyright. Please note that whilst every effort is made to ensure that any submitted items which you wish returned are sent back in the condition in which they were received, Ulster Tatler Group cannot accept responsibility for any loss or damage. All items submitted are at the owner’s own risk.

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columnist

TIME TO STOP TALKING ABOUT UNCERTAINTY

U Defining exactly what you want to achieve in business and how you intend to achieve it, will focus attention on the right things during challenging times, says BDO Northern Ireland’s Brian Murphy and Pam Gillies.

86 NI Chamber

ncertainty has forever been a major part of doing business, and unfortunately, unless you have a crystal ball, it will continue to be so in the future. So why then of late have we all become paralysed by the mention of “uncertainty”? This is not a new concept for businesses after all; it is one that we face and hopefully overcome each and every day.

In the absence of a crystal ball, business owners can still mitigate the impact of uncertainty, but to do so, they must take a step back from the coal face and look at their business in the whole. We know that it can be difficult to make the time within our busy schedules to engage in a planning process, but if there was ever a time to consider your business options and opportunities going forward, then it is now in this current climate.

Strategic business planning is not an everyday task for businesses and a lack of experience or time can dissuade some owners from thinking seriously about their medium to long-term personal and corporate needs. In good times, a hands-off approach might still yield successes, but what about the opportunities that you might have missed out on?

Today’s business leaders are facing a combination of factors that could profoundly impact on the state of the local economy and ultimately, their business interests.

Local political uncertainties aside, there are a host of international complications to contend with including our post-Brexit relationship with European markets, volatile currency fluctuations and the implications of protectionist US policies under President Trump.

Yet, if there’s one thing that typifies Northern Ireland businesses and entrepreneurs in particular, it’s their resilience. Unsurprisingly, those that have stayed the course for multiple generations, tend to be those that think ahead and prepare for change before it happens.

While the above issues are material and will serve to fuel yet more uncertainty, we believe that they can and will be overcome by Northern Ireland businesses, just as other challenges have been overcome in the past.

Good business planning is about understanding what you want to do and how you can best do it. Given the issues ahead, there is no better time for local owners and managers to start asking hard questions of their organisations and thinking critically about what they might need to change.

More and more organisations recognise that business planning is an intrinsic part of the management function. It brings a degree of clarity to an otherwise unpredictable future and it instils confidence to adapt quickly to emerging challenges.

For almost three decades, BDO Northern Ireland’s specialist advisors have assisted companies in all sectors of the economy to overcome complex issues and to drive their growth plans. Our services range from preparing business and strategic plans, to identifying growth options, raising finance, tracking performance and providing general, strategic business advice.

We work closely with clients to analyse how their businesses are performing, where they may be vulnerable and how they can

best develop. Good plans provide clear answers to critical questions including: • What is the market doing and who are your main competitors?

• Are you keeping pace with technology?

• What do your clients expect and what are your main financial goals?

• Do you have access to the necessary finance to drive growth?

• Are you managing cash flows optimally?

• How do you grow your business?

• What organisational changes do you need to implement to underpin growth?

• What are the greatest opportunities and threats in your business?

• Should you groom your business for sale or expand through acquisition?

Business planning is not about creating a bulky document that gathers dust on a shelf. It’s about developing a roadmap that evolves, guiding people towards set goals and clarifying to everyone the direction in which the company should go.

If done properly, it is an ongoing management tool that can lead an organisation towards expansion, better cash flow, smarter resourcing and the harnessing of new business opportunities.

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lifestyle

5 IS THE MAGIC NUMBER! New BMW 5 Series raises the bar but you’d expect nothing less, writes James Stinson.

I

t makes sense that every new car is better than the one it replaces but perhaps harder to understand is why they’re a match for and usually better than their rivals.

It’s chiefly because technology is moving so fast these days that whoever is latest to market with their most recent offering usually has the edge.

These models have the most modern kit, latest engineering and use the most up-to-date materials. They’re lighter, faster and more efficient.

And so it was with the previous sixth generation BMW 5 Series. Though only launched back in 2010 and still a brilliant car, it has felt a little dated of late compared to newer rivals from Audi, Mercedes, and Jaguar.

On the surface, this new seventh generation version isn’t terribly different from the previous model save for a few cosmetic tweaks here and there but a raft of changes elsewhere means this is a much better car overall.

It is more refined, with BMW saying it wanted to make it feel more like the upmarket and pricier 7 Series. Similarly,

BMW claims the combination of a crash diet and sophisticated chassis upgrades make the 5 Series almost as agile as the smaller 3 Series saloon.

The new 5 Series is based on the same platform as the larger 7, which means it’s bigger with a more comfortable cabin. Despite this, it is 100kgs lighter than the old 5, which aids performance, handling and economy.

But it’s that luxury feel that’s most important in this part of the market.

You want to enjoy long drives and you want passengers to get in and marvel at the comfort and quietness. And it’s here where the new 5 really scores.

Part of this hushed character can be attributed to BMW’s SYNTAK technology, which essentially encases the engine compartment in soundproof material while wind noise is also almost absent, thanks to both the impressively slippery aerodynamics and the special acoustic glass.

The car’s upper class ambience is further boosted by its exquisitely finished cabin, which oozes premium

appeal. Top notch materials are used throughout and the build quality is easily a match for Audi and Mercedes.

And it’s got the latest tech too, including “Adaptive” mode where the car constantly monitors your inputs to deliver the appropriate responses and uses the sat-nav to prime the car for upcoming hazards, such as sharp bends or junctions. There’s even a new Parking Assistant function that finds empty parking spots, while a new Remote Parking system is able to park the car automatically without anyone behind the wheel.

Prices start rom £36,025, which buys you a 520d diesel that can reach 62mph from a standing start in 7.5 secs while delivering mpg north of 60mpg.

It is expected to be the biggest seller though heftier diesels and petrols as well as a plug-in hybrid are also available.

The technology in this new 5 Series is mind boggling and all designed to make the journey from A to B more comfortable and enjoyable than before.

Job done!

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ALFA JOINS THE SUV PARTY Any new Alfa Romeo is worth a plug and this one especially. The dashing Stelvio isn’t just the brand’s first ever SUV but the most important car in its 105year history.

It will account for more than half of all Alfa sales globally when it hits the street later this year – and in the process it will transform Alfa into a major world player in the premium segment.

Based on the Giulia saloon, the Stelvio will initially be available with either a 2.0-litre

turbo petrol unit or a 2.2-litre diesel and come with an eightspeed automatic gearbox as standard. Though there isn’t a lot of choice, the diesel is perfectly good and will suit most drivers. Both will be allwheel-drive, featuring the same clever Q4 system pioneered on the Giulia.

The biggest selling point will be those striking looks. Just as importantly, early reports say the build quality is there too.

Prices will be released closer to the on-sale but will probably start at around £35,000.

PINT SIZED FUN FROM SUZUKI If you’re looking for a cheap and very good little city car, you’d be mad not to check out the new Suzuki Swift. What was already a decent little motor is now even better - up to 10 per cent lighter, 19 per cent more powerful and eight per cent more fuel efficient, claims Suzuki.

The redesigned interior on this latest model has more comfortable seats and a new facia and there’s more space thanks to a longer wheelbase, with lower seating positions for the driver and passenger.

The pint sized 1.0 and 1.2 litre petrol engines are punchy and efficient delivering decent performance and mpg. And proving that you don’t have to spend big to get clever technology, the new Swift is available with an optional mild hybrid system that reduces emissions and improves fuel consumption further.

The range starts with the £11,000 SZ3, which boats steel 15-inch wheels, DAB radio, Bluetooth, the 1.2-litre four-cylinder engine and air-conditioning as standard.

NEW XC60 TOPS FOR SAFETY Volvo has gone from strength to strength since being taken over by Chinese firm Geely in 2010, with rising sales and more and better models in the range than ever before. The latest is a new version of the big selling XC60 mid-sized SUV. It’s lower, wider, and longer than the old car which means it’s more spacious while the revamped looks are taken from the larger and curvier XC90.

And Volvo says it is one of the safest cars ever made. It comes fully loaded with new technology, including a new standard system that can help steer away from potential collisions in city traffic. Rear “cross-traffic alert” and a semi-autonomous drive mode, “Pilot Assist”, also feature, placing it at the forefront of car safety and paving the way towards the autonomous car.

It costs from £37,205 compared to £32,935 for the current model. Volvo will initially offer two diesels (190hp and 235hp) and a T5 petrol (254hp), joined by a petrol plug-in hybrid (254hp) by the end of the year. Orders are being taken now for first deliveries in August.

✓ Fully Comprehensive Insurance *

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✓ Servicing, Tyres & Road Tax ✓ Accident Management ✓ On-line quoting

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T: 028 9038 6600 agnewcorporate.com

FREE EXPERT SALES SUPPORT AVAILABLE FOR MICRO-BUSINESSES For many micro-businesses, exporting can seem unachievable but the sales potential of the cross-border market right on your doorstep shouldn’t be ignored.

InterTradeIreland recognises that support is needed for our smallest of businesses to flourish and so developed the Elevate programme to help these companies get on the fast-track to crossborder trading.

Janet Toal from InterTradeIreland explains: “We know resources are tight for micro-businesses and so the Elevate programme is 100% funded by InterTradeIreland with a straightforward application form. Through this initiative, eligible businesses will be given access to an expert consultant, free of charge,

who can help develop a sales strategy, identify leads and negotiate with potential customers in the cross-border market.

“With Brexit on the horizon, businesses should start to get a foothold in the crossborder market now. That way, they will be better placed to adapt if and when any new trade agreements take effect. We would urge all micro-businesses with less than £1million turnover and fewer than 10 employees to get in touch and find out more about this opportunity!”

The Elevate programme is open and ready to provide up to £5000 worth of sales support to eligible firms.

For more information and eligibility criteria, visit www.intertradeireland.com/elevate.

POWERING YOUR BUSINESS At Northern Ireland Electricity Networks (NIE Networks), they’ve been connecting businesses and communities to the electricity network for generations. From farms and factories to housing developments and hospitals, theie experienced teams will take you through the process, from application to energisation.

In the past year, they’ve worked with companies such as LacPatrick, Ulster University and Moy Park to help deliver their growth objectives. As Northern Ireland industry continues to look at new expansion opportunities, NIE Networks will advise businesses about the connections process and the best solution to meet their energy

requirements.

Roger Henderson, Connections Director at NIE Networks says responding to industry’s needs is critical to Northern Ireland’s economic success. “At NIE Networks, we work with a range of business, from large industry to small shops to offer a connections service that suits their needs. Our business has skilled planners and local construction teams, who will work with you to design the most cost efficient and technically acceptable connection for your new or growing business.

Engaging with our customers is a key part of the process and our customers’ feedback has helped shape our business and the service we deliver.”

Stuart Kyle, Director at engineering and technical consultancy firm White Young Green, highlights how early engagement can benefit a project. “We have found working with the NIE Networks connections team to be of great benefit to us. Engaging at an early stage in the project can highlight any potential infrastructure issues for our major projects and clients, helping deliver solutions before they have an impact on programme delivery.”

You can find all the information you need to connect your home, business or renewable generator on their website nienetworks.co.uk/connections.

VEHICLE SALARY SACRIFICE SCHEMES POST APRIL 2017 The legislative changes come into effect from 6 April 2017 for vehicles ordered after this date (existing agreements are protected until April 2021). Salary sacrifice car schemes are fully HMRC approved and are still very effective for a wide range of cars – not just ULEVs. Here are a few answers to the most common queries.

Do schemes still offer employee savings?

Yes. One of the biggest misconceptions is that employees can no longer save on National Insurance, but HMRC has been clear that NI savings remain for all employees. Employees also benefit from their employer’s ability to recover VAT, plus Agnew Corporate’s buying power which means increased manufacturer discounts and discounted maintenance. Following detailed analysis of our salary sacrifice fleet, we found that only 1 in 5 of our current orders and deliveries in 2016/17 would have seen any impact as a result of the outcome, and those that are

affected still deliver a considerable saving against the external retail market.

Will schemes be more expensive from April?

From the employer’s perspective, the scheme is cost neutral and remain a powerful benefit for attracting and retaining talent. For the employee, for those cars affected, on average the cost increase would be around £5 - £8 per month. Even with this increase the scheme would still deliver a considerable saving against the external retail market.

Aren’t HMRC abolishing salary sacrifice in 2021?

No. HMRC have fully approved salary sacrifice as a method of providing cars to employees. HMRC have applied a ‘grandfather clause’ to the tax rule changes which means anyone with a car ordered prior to 6 April 2017 will continue to pay tax under the existing rules. It is this that ceases in 2021,

but schemes will still be viable after this date, with all cars being assessed under the new legislation.

For more information, contact David McEwen at Agnew Corporate on 028 9038 6600

NI Chamber 91

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lifestyle

Business travel can involve a multitude of stress but Managing Director of Beyond Business Travel Edel Doherty has some tips on how companies can pack health and wellbeing into the bags of employees on the move.

SIT BACK, RELAX AND ENJOY...

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any people idealise business travel and equate it to a jet-set lifestyle, however those who travel for work frequently often tell a very different story.

‘Globe-trotting’ business executives who are lucky enough to see the world as part of their job are often envied, but it is worth remembering that frequent business travel, especially long-haul travel, can have serious effects on a person’s health and wellbeing.

Research has found that frequent travelling can lead to a poor diet, lack of exercise and excess drinking, while jet lag side effects can include mood changes, disorientation, disturbed sleep, daytime fatigue and gastrointestinal problems, all of which impair job performance.

With this in mind, it is less than ideal that while duty-of-care considerations have become a priority for travel buyers and companies, at times health and wellbeing of staff is something of an afterthought. FestiveRoad. com recently reported that after examining more than 100 travel policies, less than 20 per cent included any reference to traveller wellbeing.

We must remember that travel is a business enabler. It enhances

94 NI Chamber

the company’s ability to achieve its business objectives. Oxford Economics found that the rate of converting prospects to actual customers almost doubles when a face-to-face meeting is added.

Harvard Business Review research shows that for every $1 invested in business travel, a company earns $2.90 in profits. So it’s important to make sure that travel can and does take place, while also aiming to reduce the impact on productivity levels and employee health.

At Beyond Business Travel we believe in putting travellers first and our mission statement is: ‘Making sure you are at your best no matter where you are in the world.’ We try to reduce the stress caused by traveling before and during trips, especially when disruptions and delays occur. Our team strive to reduce wasted hours in airports, avoid unnecessarily complicated itineraries and to keep travellers informed with real-time alerts and updates. The most important thing for me is to listen to my travellers and think: Would I do that myself?

If the answer is no, then I know we need to make changes.

Given this – here are some key points which companies should consider around business trips for employees:

• Book direct flights and minimise long layovers and stressful multiple connections where possible.

• Book staff into hotels with quiet floors, good gym and convenient for meetings.

• Offer employees an extra night, before or after a work event / meeting, so they can rest, reenergise and perhaps even fit in some tourist activities known as Bleisure and a growing sector amongst millennials.

• Look carefully at the economyversus-business class decision. If an employee is travelling to complete a critical piece of business, then you want them stepping off their aircraft rested and prepared.

• Avoid jet-lagged employees selfdriving after long-haul flights.

• Grant access to a travel expense app which allows employees to record expenses with ease. Research has found that post-trip paperwork can be the most stressful part of business travel.

• Access to experts. Travellers should have one reliable source of information when flights are cancelled, health risks, vaccinations, visa, passport requirements and who provide real-time information and alerts to lower stress levels.

• Educate employees on stress management and health/wellbeing strategies for business travel.

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THE KEY TO BEING A FINE ORATOR

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BREVITY AND SIMPLICITY – THAT’S THE POWER OF THE SPOKEN WORD SAYS JOURNALIST AND BROADCASTER JIM FITZPATRICK.

96 NI Chamber

usiness leaders are boring.

Not all, but most. Not all of the time, but most of the time when it comes to speaking in front of an audience.

It comes from a failure to consider their audience and properly prioritise what they want to achieve from their speaking engagement. It’s a real shame.

Because doing a good job isn’t that difficult. They just have to spend a bit more time preparing, and practising.

One of the problems is that many senior people don’t have anyone brave enough on their staff to guide them. And when they hire external consultants – such as the PR advisors – they too are often too keen to preserve the chargeable hours, that they’re not willing to risk the necessary constructive feedback.

Someone needs to tell them that their speech is too long; that their jokes aren’t funny; that their presentation has far too many slides; that their message is confused; and that their delivery is dull.

I can think of events I’ve attended when the boss has obviously received this feedback, or when they’ve thought hard

about the needs of the audience and the message they want to leave with them. The result is a performance that delivers.

Unfortunately I can also recall many more occasions when the speech has rambled, the jokes have fallen flat, the presentation has wandered, and the audience has been bored to the point of anger. The only thing such performances have delivered is a long lasting and negative impression of the boss and their company brand.

I understand that speaking in public doesn’t always come naturally. But nor do many of the things we do in our working lives.

It’s an important task. It should be done with due consideration and care.

It is, to corrupt an old adage, better to remain silent and be thought a bore than to open one’s mouth and remove all doubt. So if the boss is an irredeemable bore – tell them to let someone else do the public speaking whenever possible and keep all their public utterances as brief as possible.

Brevity is a trick used by some of the finest orators in history.

Abraham Lincoln’s Gettysburg Address defined a nation in just

272 words: “The world will little note, nor long remember what we say here, but it can never forget what they did here. It is for us the living, rather, to be dedicated here to the unfinished work which they who fought here have thus far so nobly advanced. It is rather for us to be here dedicated to the great task remaining before us—that from these honored dead we take increased devotion to that cause for which they gave the last full measure of devotion—that we here highly resolve that these dead shall not have died in vain—that this nation, under God, shall have a new birth of freedom—and that government of the people, by the people, for the people, shall not perish from the earth.” Abraham Lincoln November 19, 1863.

But the world did note and long remember – because he expressed it so well.

Simplicity is another useful tool.

Churchill was fond of short, even one syllable, words. Think of the simplicity and power of that most famous phrase “Blood, toil, tears and sweat”.

So if the best of speakers can be simple and brief, maybe that’s something the worst of corporate speakers should carefully consider.

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