Ambition Issue 10 (May/Jun 2015) by Northern Ireland Chamber of Commerce and Industry

Star Rentals "Red Tape" A4 Advert 04/11/2013 15:17 Page 1

MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

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May/June 2015 ISSUE 10

May/june 2015

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• SPECIAL FOCUS – AEROSPACE soars TO NEW HEIGHTsS • CALL FOR ENTRIES TO CHAMBER AWARDS

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W5 Needs You! W5, the award-winning science and discover y centre, currently holds the governmentâ&#x20AC;&#x2122;s STEMNET contract for Nor thern Ireland. W5 is working to attract, recruit and train professionals with STEM skills to volunteer as STEM Ambassadors to suppor t ever y Post Primar y school in Nor thern Ireland, to push STEM, and highlight the range of STEM careers available right here in Nor thern Ireland. The organisation is working to link STEM Ambassadors with local schools so they can act as role models and help inspire and engage young people about the value of STEM in their daily lives. W5 also aims to help those employers in the industr y get to know and engage with schools in their local community. The STEM Ambassadors programme aims to provide STEM Enrichment and Engagement oppor tunities for young people through a range of talks, careers events, and hands-on Science,

Technology, Engineering and Maths events. On many occasions, it provides students with an oppor tunity to speak directly to representatives from local STEM employers who could offer practical assistance with subject choices, exploring training and Fur ther Education options and alternative career paths. Currently W5 is working with over 200 Nor thern Ireland companies who are actively suppor ting the STEM Ambassadors programme at W5. But they need more suppor t to help ensure that our young people develop the skills and knowledge for the future. If you would like to get involved and sign up to offer your suppor t for this invaluable initiative, or get your company involved with inspiring young minds to the excitement of a career in STEM, please contact Julia Carson at stemnet@w5online.co.uk or phone 028 9046 7722

NI CHAMBER COMMUNICATIONS PARTNER

CONTENTS

mAY/JUNE 2015 | ISSUE ten

90 14

NEWS

Columnists

08 Vintage flight heralds new service 10 Global tech event 12 Mount Charles bites into new contracts 14 Lewis powers ahead in wind energy

18 Siobhan Lavery 26 Ian Rainey 56 Maureen O’Reilly 96 Jim Fitzpatrick

86 FEATURES

27 What’s in it for me? 54 A blossoming business 70 Get paid to be your own boss 86 Mums with power Star Rentals "Red Tape" A4 Advert 04/11/2013 15:17 Page 1

MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

88 Turbulence on the ground - Edel Doherty 90 Bentley’s beauty - James Stinson 93 Culinary delights - David Gillmore

Cover story - page 74 sing rcha w ing puring a ne ider Cons ntract hivehicle? or co mercial com

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ALSO IN THIS ISSUE: • NEW LOOK FOR HARBINSON MULHOLLAND

Cut through all the red tape nance agreements with Star Rentals Star Rentals oﬀers non‐nance based contract hire agreements, removing the need for banks or lenders. The preliminary capital outlay is generally a lot lower as opposed to conventional purchasing methods. This leaves your credit capacity intact for investing in other aspects of your business. The monthly payments are xed and include the following:

We can tailor a contract to suit you: • From 1 day to 5 years

• Servicing, repairs & maintenance

• 10,000 miles or 1 million kms

• Tyres and road tax

• Refrigerated equipment, shelving systems & tail lifts available

• 24‐hour breakdown service & replacement vehicle

MAY/JUNE 2015 ISSUE 10

Take the easy option!

SYNNEX/Concentrix connecting with clients across the world.

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Magazine of northern ireland chaMber of coMMerce and industry

38 A soaring industry 40 From descent to ascent 44 Revolutionising aircraft production

LIFESTYLE

May/june 2015

AT THE CONTROLS IN AEROSPACE

• SPECIAL FOCUS – AEROSPACE SOARS TO NEW HEIGHTSS • CALL FOR ENTRIES TO CHAMBER AWARDS

A GEM OF A BUSINESS

PHILIP CASSIDY, SENIOR VICE PRESIDENT OF CONCENTRIX AND FRED BREIDENBACH, BOARD MEMBER OF PARENT SYNNEX ON PLANS FOR GROWTH IN NORTHERN IRELAND.

Editor: Adrienne McGill Publisher: Chris Sherry Advertising Manager: Catherine Patton Editorial Assistant: Ashleigh Addis 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 Publisher: Ulster Tatler Group, 39 Boucher Road, Belfast, BT12 6UT Tel: 028 9066 3311 Printed by: W&G Baird, Antrim NI CHAMBER PATRONS

2 NI Chamber

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[editorial]

driving ambition ON THE RADAR

here has been a long running debate about developing air routes from Northern Ireland and increasing our connectivity with the rest of the world. It is, therefore, welcome news that more than 100 airlines will be represented at a major conference on air routes to be staged in Belfast’s Waterfront Hall. Organisers say the city can expect 1,200 delegates when it hosts Routes Europe in early 2017. The conference is an annual event, drawing together scores of airports and tourism authorities. It is hoped that Belfast and Northern Ireland can replicate the success of previous hosts of the conference who have gone on to confirm up to six new routes after staging the event. There is a real chance that it could accelerate air route development. Confirmation of the conference comes just as Ambition welcomes new travel columnist Edel Doherty, who will be writing in each issue about all things

relevant to business travel. Staying in the air, our special focus is on Northern Ireland’s burgeoning £1 billion aerospace industry which employs more than 8,500 people. Northern Ireland has a proud tradition of aerospace innovation and is home to the world’s first aircraft manufacturer, Short Brothers, now owned by Bombardier Aerospace. It has played a pioneering role in the sector as have other companies who continue to be at the forefront of technological developments in the advancement of aircraft design and manufacture. We look at Northern Ireland’s involvement in Bombardier’s aircraft programmes, at companies involved in the supply chain, the work being done by Queen’s University and ADS to support the industry and hear the amazing story of Fred Breidenbach who brought luxury jet manufacturer Gulfstream back from the brink of collapse. I caught up with Mr Breidenbach in Belfast just after he had jetted in for a

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04 NI Chamber

meeting with fellow members of the board of SYNNEX, a US owned leading business process services company and parent of contact centre business Concentrix, headed by Philip Cassidy, which has operations in Belfast. As our front cover story, we hear about further plans for growth by SYNNEX/Concentrix in Northern Ireland. Finally….and its back to planes again…. NI Chamber has its own association with aviation. The Chamber’s 82nd President in 1920 was the 7th Marquess of Londonderry, Charles Stewart. He is best remembered for his tenure as Secretary of State for Air in the 1930s. He was a passionate aviator owning several planes and donated land at Newtownards for Northern Ireland first civil airfield. This issue is fascinating and packed with interesting pieces – so sit back, relax and enjoy the read. Adrienne McGill Editor, Ambition

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[editorial]

PRESIDENT’S PERSPECTIVE power and responsibility

y the time you read this, the UK general election will have taken place, we will know what sort of parliament there’s going to be – hung or otherwise – who will be taking up seats in the House of Commons in Westminster and what that means for Northern Ireland. One thing is for sure – there will be change. In another change, the new ‘super councils’ have been finally established in Northern Ireland and are up and running. The very fact that we have reached this stage in the reorganisation of our local government is to be welcomed. There is a significant responsibility on the

shoulders and the desks of those elected last year to serve on the new councils. Planning powers have been transferred to the councils and there has already been some localised controversy in one council surrounding the granting of planning permission to a somewhat contentious application. Those councillors who sit on the planning committees of the councils do face an arduous task. They have to try as far as possible to balance the promotion of economic development with environmental issues. They also need to have due regard to the overall development plans which councils will bring forward. The Department of the Environment has produced a weighty and

detailed Code of Conduct which reinforces the importance both of the role and the responsibility of the elected councillor. As all councillors embrace their new functions, we should note that not only have planning powers been transferred over from central Government but so too has responsibility for local economic development. This means the new councils now have policy responsibility for the Regional Start Initiative, Youth Entrepreneurship, Social Entrepreneurship, Investing for Women, Neighbourhood Renewal and local tourism. These are important functions. Across Northern Ireland, we have been promoting entrepreneurship as a career option and those who take the plunge into self employment will look to local government for assistance and guidance. Tourism in Northern Ireland is a key economic driver but is still under exploited – there remains huge potential to attract yet more visitors to these shores. While Tourism Ireland and Tourism NI will set wider policy and undertake international marketing, let us hope that local councils are imaginative and innovative both in product development and promotion. It can be expected that any new democratic body will take a while to settle into a role and to become as effective as it can be, maybe even a full term. In Northern Ireland though we really can’t afford to wait that long, we need councils and councillors to hit the ground running. We wish them well. On a different note, this is my last President’s Perspective for Ambition before I hand over the chain of office to Stephen McCully at the start of June. I have enjoyed a truly remarkable year with too many highlights to mention but I am sure Stephen will find his year as NI Chamber President every bit as rewarding as I have done. I wish him great success. Kevin Kingston President Northern Ireland Chamber of Commerce and Industry

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[news]

Enterprise Minister Arlene Foster with Jim Dobson, Managing Director of Dunbia Group.

Dunbia jobs boost Dunbia Northern Ireland is to create 209 new jobs in Dungannon over the next three years. The company’s Dungannon facility employs almost 1,000 people in the procurement, slaughter and de-boning of cattle and sheep, as well as wholesale distribution and retail packing of beef and lamb. A £27million capital investment by the company will create a boning hall and upgrade production lines to increase output and support export growth.   Announcing the investment, Enterprise Minister Arlene Foster said: “The meat sector

plays an important part in our economic success and the sector has continued to grow, despite the downturn. This kind of investment is significant, not just for the future long-term sustainability of Dunbia, but also for its positive impact on the agri-food supply chain and the red meat sector as a whole.”   Dunbia NI is part of the Dunbia Group which employs around 4,000 people over 13 sites.   Jim Dobson, Managing Director of Dunbia Group, said innovation was at the heart of Dunbia’s success.

Winners crowned at Viscount Awards

TG Eakin scooped two awards at the annual Aer Lingus Viscount Awards, in association with Ulster Business, which were held in London recently. The Comber-based medical device manufacturer was named Exporter of the Year and also winner of the Overall Excellence award. The company, which has developed disposable ostomy pouches, exports 90 per cent of its products outside the UK. The Viscount Awards, now in their seventh year and which have grown to become one of the most respected events on the business calendar, reward organisations that represent the absolute best in their respective fields. TG Eakin was among five companies and one individual to receive an award at the event which was held at the Members’ Dining Room at Westminster and attended by companies representing a variety of sectors. Most Innovative Company of the Year was awarded to Devenish Nutrition; Hannan Meats, was awarded Best Small Business; AJ Power won the Best Medium Business category. Best Large Business was awarded to Gilbert Ash and Business Person of the year, went to Jarek Zasadzinski of the Greiner Group.

Laura Murray and Jenny McIlroy accept both the Exporter of the Year and the Overall Excellence award on behalf of TG Eakin with Lord Empey of Shandon and Andrea Hunter, Business Development Manager of Aer Lingus (Northern Ireland) at the Aer Lingus Viscount Awards ceremony.

08 NI Chamber

Katy Best, Commercial and Marketing Director at George Best Belfast City Airport, and Warner Rootliep, General Manager UK and Ireland for Air France-KLM, with the KLM DC-3 aircraft which took to the skies to celebrate the start of the air new service between Belfast and Amsterdam.

VINTAGE FLIGHT HERALDS NEW SERVICE KLM invited Belfast residents to keep an eye on the skies recently, to catch a glimpse of the iconic KLM DC-3 aircraft. The world-famous plane, which was originally built in 1944 and was the world’s first commercial aircraft, took off from George Best Belfast City Airport to celebrate the launch of KLM flights from Belfast to Amsterdam Airport Schiphol beginning on 18 May 2015. The new service gives Belfast passengers access to KLM’s worldwide network of over 200 destinations, in more than 100 countries, via Schiphol. Warner Rootliep, General Manager UK & Ireland for Air France-KLM said: “We are

very pleased to add George Best Belfast City Airport to our network of departure points across the UK and Ireland. KLM recognises the significance of Belfast as a departure point for both business and leisure travellers, and passengers will now be able to enjoy convenient connections to over 200 destinations worldwide, from their regional airport. This year, KLM is launching routes to new and exciting destinations including Bogota and Cali in Colombia, Edmonton in Canada, and Krakow in Poland, and we look forward to welcoming Belfast passengers on board, to discover the world with KLM.”

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[news]

Blue Arrow On target A UK-wide recruitment company which opened new offices in Belfast at the start of the year is celebrating its early success. Blue Arrow specialises in recruitment within catering, logistics, industrial and office sectors. Lauren Maxwell, Branch Manager of Blue Arrow’s Belfast office, which is located in the Premier Business Centre in Adelaide Street said: “Five months in and we are already making a great impact on the local market here whilst enhancing people’s lives having successfully placed people in temporary and permanent positions within our four market sectors. “We pride ourselves on ‘getting it right first time, every time’ by building solid client and candidate relationships. Clients create vacancies and candidates fill them, so our focus is on meeting individual needs. By taking care of people, we take care of the jobs.” The company’s head office is in Luton, Bedfordshire. Blue Arrow used to be a constituent of the FTSE 100 Index but is now part of the Impellam Group plc, an international staffing business traded on the Alternative Investment Market with operations in the UK, Ireland, Europe, United States, Australia and New Zealand.

Blue Arrow’s Belfast team - Alyson McGambley, Lauren Maxwell (Branch Manager) and Caroline Nicholas.

Web Summit founder Paddy Cosgrave (second from left) joins Belfast City Council Chief Executive, Suzanne Wylie, Peter Harbinson from Invest Northern Ireland, and Gerry Lennon, Chief Executive of Visit Belfast ahead of the two major tech conferences MoneyConf and EnterConf which take place in Belfast in June.

Global tech event

Belfast has kicked off the official countdown to the start of what will be the biggest global business event ever to be held in the city. Visit Belfast, the body which markets the city as a conference location, has secured two major tech conferences developed by the organisers of the Web Summit – Europe’s fastest growing technology event – which will attract more than 5,000 delegates and generate over £7 million for the local economy. The city won the bid by fighting off stiff international competition as part

growing profits for Randox Randox, the Crumlin-based medical testing company has been listed in a league of fastest growing profit-makers in the UK. The company comes in at number 44 in the Sunday Times BDO Profit 100 – the highest ranked Northern Ireland business in the league. After profits growth of 65 per cent, it made profits of £16.3m in 2013 and now employs 800 people in Northern Ireland. Also listed are paving business Tobermore Concrete, headed up by David Henderson, and engineering company BI Electrical Services, led by Ian Humphrey. Dr Peter FitzGerald, Randox Managing Director said:

10 NI Chamber

“Over the past 3 years we have witnessed a period of strong growth within Randox. Our success is largely due to our unwavering commitment to innovation and the skill, dedication and energy of our people – be they scientists, engineers, software developers or those fulfilling a wide range of business and support roles. This growth will enable us to further strengthen our infrastructure and increase the world leading research and development we are conducting – to achieve the earliest possible diagnosis of a very wide range of clinical conditions. At the moment 1-in-20 people on the globe are diagnosed using Randox tests and technology, and by 2020 we want to see this increase to 1-in-10.”

of a successful pitch by Visit Belfast in partnership with Invest Northern Ireland and Belfast City Council. MoneyConf and EnterConf will take place across a number of venues over four days from June 15 to June 19. Speaking at the official launch of the events at a Titanic Belfast showcase, Belfast City Council Chief Executive, Suzanne Wylie, said: “This is a landmark opportunity for the city and one which we will grasp with both hands.”

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Moy Park charity partnership with Farm Africa

Leading UK food company Moy Park has announced a charity partnership with Farm Africa which will see the company aim to raise an ambitious £100,000 for the charity over the next three years. As part of its partnership with the charity, Moy Park has also become a Platinum Sponsor of Farm Africa’s ‘Food for Good’ campaign which is committed to tackling the global challenge of hunger and supporting farmers in eastern Africa so they can increase harvests, become self-sufficient, start businesses and feed their families for the long term. Over the next three years, Moy Park employees will take part in a variety of fundraising activities including a trek through some of Ethiopia’s most challenging countryside, mountain climbing, competing in marathons and cycle relays. Mike Mullan, Moy Park HR Director Europe said: “We are delighted to announce our partnership with Farm Africa. The charity’s commitment to tackling hunger with projects that empower farmers and equip them with the tools to start businesses and become selfsufficient, is an incredibly worthy cause.” Nigel Harris, Farm Africa CEO said: “Moy Park’s aim to raise £100,000 for Farm Africa is a fantastic start to the new Food for Good target of raising £5 million that will help to take 70,000 African smallholder farmers and their families out of hunger and poverty, for good.” Cathal Geoghegan.

Richard Macdonald, CBE Moy Park Non-Executive Director and Farm Africa Chair; Janet McCollum, Moy Park Chief Executive; Nigel Harris, Farm Africa CEO and Mike Mullan, Moy Park HR Director Europe.

Mount Charles Group bites into new contracts

A leading food service and business support solutions company has won new business totalling £5 million in the last year. The Belfast-based Mount Charles Group has seen its revenue grow by 21 per cent in the past 12 months, and 40 per cent over the last two years. Their latest contract win, worth £500,000 per annum, is to deliver catering and vending services to one of the largest employers in the North West of Ireland. Cathal Geoghegan, Managing Director of The Mount Charles Group said: “The past five years have been a period of rapid growth for us, achieved in the main through the diversification and expansion of our services. “The cleaning division for example now generates annual revenue of around £4

Top title at awards

Andrew Irwin, Site Director of leading pork processor Karro in Cookstown, has been named winner of the prestigious Plant Manager of the Year award at the 2015 Meat and Poultry Processing Annual Awards. There were over 100 nominations from across the industry which were whittled down by the juding panel to just three finalists – two of whom were from Karro. In addition to Andrew’s win, John Tynan, Site Director Karro Scunthorpe was named as runner up for the award.

12 NI Chamber

Commenting on his win, Andrew said: “Whilst I am absolutely delighted to be recognised, it is about the whole team at Cookstown and about how everyone has pulled together to deliver a performance that we are all proud of. I am very proud to lead a team of such skilled, experienced, dedicated and hard-working colleagues, all of whom are committed to the Continuous Improvement agenda at the site. This award is for the whole team.”

million. It was formed in 2010 and is gaining fast on our contract catering division, which of course was once the only thing we were known for. “The business has evolved significantly, and we’ve been looking at new markets as well as new services. The Republic of Ireland in particular is becoming an increasingly important market for us thanks to the rapidly growing demand for bundled, outsourced business solutions.” The Mount Charles Group also offers retail, vending and security services. It recently formed a joint venture with the RMS Group, the Northern Ireland market leader in terms of cash in transit and security solutions.

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Eishtec expansion Eishtec, the Waterford-based customer service solution provider is creating 320 jobs in a new custom built centre in Craigavon. The jobs will be created over the next three years but recruitment starts immediately and will be supported by Invest NI. Eishtec started trading in May 2011 with just 9 employees, and already employs 1100 people across its sites in Waterford and Wexford. The Craigavon investment is complementary to the Republic of Ireland operation and is part of a planned growth phase for the company. Eishtec supports major UK brands such as EE, the largest and most advanced digital communications company in Britain, delivering mobile and fixed communications services to UK market. Colm Tracey, the Belfast-born co-owner and Director of Eishtec said: “The impetus to set up a third customer service centre was through increased demand from our core client, EE. However, our objective is to significantly expand our customer base and the Craigavon site will also service other clients and play a vital role as we diversify and grow our business.“ Enterprise Minister Arlene Foster said when the jobs are in place they would generate over £5.5 million in salaries. Roles will include management and team leader positions. Enterprise Minister Arlene Foster with Eishtec Director Colm Tracey.

Craig Holmes, Director, HNH Group with Shaun McAnee, Head of Specialist Business, Danske Bank.

HNH seals the deal WITH A WIN HNH have regained the Corporate Finance Team of the Year award at the Annual Insider Dealmaker Awards in Belfast. Having previously won in 2012 and 2013, this means HNH, which is based in Belfast, has triumphed in 3 of the 4 years that the company has existed. In accepting the award, Craig Holmes (Director of HNH) said: “It has been another good year for the Corporate Finance team within HNH and for the Group generally. We are seeing increasing activity in the economy and are pleased to have been heavily involved in some of the landmark deals in Northern Ireland in the past year. This included significant transactions involving Lowe Refrigeration in Lisburn and Maydown Precision Engineering in Derry/Londonderry.” “We would like to thank our clients for their continued support of our business and look forward to 2015 being another year in which HNH works with some of the best companies and management teams in Northern Ireland.” HNH provide a range of professional services including Corporate Finance, Business Restructuring, Digital Consultancy and Human Capital services.

Lewis Powers Ahead in Wind Energy Challenge

Lewis is pictured with his mother, Clare Walkingshaw, receiving a £50 Smyths Toy Store gift voucher from Simple Power Chief Executive, Philip Rainey, after successfully winning the Simple Power annual Spring Wind Energy Challenge.

Six year old Lewis Walkingshaw from Ballynahinch has been named winner of Simple Power’s annual ‘Spring Wind Energy Challenge’. He won the Challenge after taking part in the green energy company’s ‘Spring on the Farm’ colouring competition where he coloured in a picture provided by Simple Power and circled items that related to wind power. As a prize, Lewis was presented with a £50 gift card for Smyths Toy Store by Simple Power’s Chief Executive Philip Rainey at the company’s Belfast headquarters. The Challenge aims to encourage young people to think more

14 NI Chamber

about wind energy as a resource and how it is being used on a daily basis. Simple Power launched the competition at the Spring Farm Machinery Show at Fintona, County Tyrone, which took place from 28th – 30th January. It was the company’s fifth year at the region’s premier agricultural event to showcase its recent single wind turbine installations within farms throughout Northern Ireland. The company, which works in partnership with farmers across the country to help diversify their farm incomes with wind energy, recently installed a total of nine new turbines in Counties Tyrone, Antrim, Down and Londonderry over a six-month period.

[SPONSORED FEATURE]

Sign up for the Super Connected Growth Initiative and boost your business! Ashley Scott Fitness hails the scheme ‘a fantastic opportunity’ Ashley Scott Fitness is a Belfast company currently taking part in the Super Connected Business Growth Initiative. The programme is part funded by Belfast City Council, Invest Northern Ireland, the European Regional Development Fund under the Sustainable Competitiveness Programme for Northern Ireland and is delivered by Belfast Met. Through a series of free masterclasses and free mentoring by digital experts, it aims to help businesses gain the knowledge and confidence to explore the digital platform by learning more about online basics, website development, social media and E-commerce. It also aims to assist businesses to open up export markets through technology, online distribution channels and trading platforms, supply chain management, cloud computing or other digital opportunities. The programme works in tandem with the council’s Super Connected Voucher Scheme. Based in Argyle Business Park, Ashley Scott Fitness is currently taking advantage of the mentoring on offer through the scheme.

“The 13.5 hours can be split amongst various members of staff building on existing strengths amongst our staff. We are part way through the scheme and we can already see the benefits. It really is a fantastic opportunity!” Paul McCormack, Programme Manager at Belfast Met, stated: “Ashley Scott Fitness is a perfect example of how to maximise the commercial benefits of digital technology. Through the masterclasses and mentoring they are realising the benefits that technology can deliver in seamless, straightforward and tailored customer interaction resulting in increased orders and sales.” For any business in Belfast wanting to find out more about the Super Connected Business Growth Initiative and sign up for mentoring and the masterclasses, they should get in touch with the Belfast Met team at scc@belfastmet.ac.uk. Belfast City Council supports SMEs across the city with a wide range of business programmes and events. For more information, visit www.belfastcity.gov.uk/business.

The marketing of the business is conducted primarily through Facebook with a limited space and time for computer-based tasks. Therefore it was essential that business processes were efficient and streamlined to ensure sufficient time to deliver core business activities. Ashley said: “The Super Connected Business Growth Initiative came at a great time for the business. We are expanding fast and the one-to-one mentoring provided by Belfast Met is helping us to maximize our superfast connection and improve our customer experience and reach through digitization from programme managing agent Belfast Met. “We have been paired with a digital expert who is providing us with the knowledge to exploit the digital world. We are looking at cloud technology, further social media channels, web hosting and graphic design software to make sure we stay ahead of the game.

The programme is part funded by Belfast City Council, Invest Northern Ireland and the European Regional Development Fund under the Sustainable Competitiveness Programme for Northern Ireland.

Paul McCormack from Belfast MET delivers one of the Super Connected Business Growth Initiative masterclasses.

[Columnist] Trevor Annon, chairman of the mount charles group

Time to wave goodbye to rubbish on coastlines Northern Ireland boasts stunning coastlines but litter continues to be a blight writes Trevor Annon.

n just a few weeks’ time, tourism and the investment potential of Northern Ireland will be placed under the global spotlight when Newcastle hosts the Irish Open golf championship. Thousands will descend on the famous seaside links. Through wall to wall television coverage there will be millions across the world able to marvel at the skills of some of the world’s top golfers led by the sport’s number one player Rory McIlroy. The economy of the Province will be boosted to the tune of millions of pounds. The long-term payoff envisaged by our political and tourism chiefs is one that will make Northern Ireland a must-visit venue for those that want to sample courses that are regularly bracketed in the world’s top ten. The Stormont Executive has made the promotion of golf, and attracting golfing tourists, a key component of a carefully constructed strategy designed to tap into the international appeal of the sport. The allocation of funding by various Stormont departments to help enhance derelict and run down premises in Newcastle and surrounding areas to project the best possible environmental image is all part of the investment package. Links golf of the calibre provided by Northern Ireland’s Newcastle and Portrush courses are recognised on a worldwide stage as being in a class of their own in terms of golfing challenges. Central to the attraction of those courses is their close proximity to our coastline. That combination of uniquely situated sea and naturally rugged landscape is one that we as a community can be justifiably proud. However, we can’t be proud of the fact that the seas and coastline that help provide such a spectacular natural background have become dumping grounds and graveyards for litter and waste on a truly spectacular scale. Globally the consumption and production of all sorts of plastic packaging continues to expand to meet the demands of what, in every sense of the phrase, has become a throwaway society. Marine litter, and the way its negative impact on the environment continues to increase at an unprecedented rate, has become an issue that has risen to the very top of the environmental agenda. With Newcastle soon to host a major international sporting event, the backdrop of an attractive and visitor-friendly shoreline becomes even more important, both in the short term

16 NI Chamber

and in the wider tourism context. No matter how committed our various voluntary beach clean-ups around the Province are in terms of projecting a positive picture of their locality, it sometimes feels as though the coastline is being swamped by a relentless tidal wave of litter. Marine litter is the catchall term used for solid particles found in our seas. It includes a wide range of items covering plastic bags, plastic bottles, abandoned fishing gear, metal, wood and glass. The knock-on effect on wildlife, in particular on a multitude of marine species, of ingesting and absorbing that mainly plastic based rubbish, continues to be one of devastating proportions.

consequence of potentially lethal poisonous plastic items being absorbed into the food chain is obvious. There is no short term solution to our seas becoming even bigger dumping grounds for the waste generated by our consumer orientated society. The European Union’s Marine Strategy Directive has been designed to protect the eco systems around Europe’s regional seas. It is the first legal instrument that requires all member states to set and monitor environmental targets as well as implementing stringent methods to tackle marine litter and in particular plastic items. In Northern Ireland the success of the levy on plastic carrier bags has seen a dramatic decrease in their usage. The monies raised “There is no short term by what is a sustainable environmental tax continue to make a significant contribution solution to our seas to many areas of local life. It also raises the question of whether we becoming even bigger are doing enough to find viable alternatives dumping grounds for to plastic products. the waste generated by Researching ways in which safe, biodegradable materials can be used in their our consumer orientaproduction processes in order to minimise ted society.” the marine health risks they currently pose is just one issue under active consideration. Ultimately however, technology and The spiralling numbers of sea birds, mammals human innovation can only play a small part in and other animals that are now being found policing and protecting our seas. with plastic residue in their digestive tracts There are no easy solutions regarding the shows no sign of being reduced. littering of our oceans and, as a consequence of They face a slow and agonising death as a tidal movements, our coastal shores. result of mankind’s obsession with dumping It will require a concerted education-based toxic related rubbish in our seas. strategy, one that integrates taxation with And even when some of those items community responsibility and Governmental fragment into much smaller pieces of what research. can be loosely described as essentially a micro Until and unless that mind-set change starts plastic soup they act as a magnet by attracting to become a reality, no amount of cosmetic toxic chemical pollutants to their surface area. tinkering will be able to gloss over what is a The implication for human health as a global environmental scandal.

[SPONSORED FEATURE]

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[columnist] SIOBHAN LAVERY, MANAGING DIRECTOR OF INTEGRATED MARKETING AGENCY, ICAN

Becoming LinkedIn A strong professional network enhances the opportunities for exporting revenues for businesses in Northern Ireland says Siobhan Lavery.

ow is the time to embrace LinkedIn. Since 2003, the exclusive “professional” network has grown exponentially to over 320 million members worldwide. That’s 320 million opportunities to make the right connection. There is a large audience of entrepreneurs on LinkedIn, currently at 56 per cent, meaning many inventors, perhaps in your industry, with great ideas and products are looking for partners. They might have a solution to your raw materials issue or a best practice case study to share. The sentiment of “the world is your oyster” really does ring true in this digital world. The current user base across Ireland is 1.2 million. Within Belfast alone, there are 184,000 LinkedIn professionals to connect with. At ICAN, we have used LinkedIn as a key component in a number of campaigns for our clients across the UK and Ireland. We have helped clients to reach all the right professionals in Ireland and abroad on LinkedIn, through granular targeting demographics, e.g. (18-34 females), and even down to the person’s title. The same targeting method has worked extremely effectively with LinkedIn Inmails for our local clients. The In-mail is a personalised message sent from your LinkedIn account to the inbox of your target audience professional. This allows you to reach your audience on a one to one basis

18 NI Chamber

and bypass the gatekeeper. The In-mails have a high open rate, because the person at the other end can link back to you faster than through an email. The content is also more trustworthy. Currently, 56 per cent of LinkedIn members believe the content on LinkedIn is highly relevant and credible. With organisations such as the Harvard Business Review sharing top tips for meetings and stakeholder engagement regularly, this adds a gravitas to the content shared on LinkedIn. A recent study by Hub Spot revealed that LinkedIn drove the best lead conversion through social media, compared to Facebook and Twitter. As a business, you can include rich media content in your In-mail campaigns on LinkedIn and showcase your brand with a compelling call to action. This could include a link to your social media, a newsletter sign up button or simply direct the person to your company website. There are no bounce backs or rejected emails, as your In-mail goes directly to the LinkedIn account, therefore resulting in a 100 per cent delivery rate, even if a person has moved employment. A recent campaign ICAN ran for a major financial services provider resulted in a 30 per cent In-mail open rate and 25 per cent of recipients visiting the campaign website. We also achieved a 48 per cent open rate from a recent In-mail campaign for one of our public sector clients, which is over 3

times the industry average (15%). The beauty of LinkedIn is the ability to bring the world of business closer to you. For many businesses in Northern Ireland, the importance of exporting local goods and services is paramount to growing business and revenue. LinkedIn expands on your existing local network to build a bridge to your worldwide community. LinkedIn can help businesses find new customers and market your business at home and abroad. Using LinkedIn as part of your business development, enhances the chance to meet new companies and buyers that will grow your business and increase export opportunities. The other side to the coin is (as always) the consumer. Sol Ireland, a Heineken company, recently used LinkedIn to reach consumers effectively. Sol used a targeted In-mail campaign on LinkedIn to ask people to express their free spirit (Espiritú Libre) and gave someone the opportunity to pursue their passion for one day. A web designer became a musician for one day, as an example. This allowed Sol to target males 25-35 using In-mail and reach the right audience, proving LinkedIn is a viable digital channel with endless possibilities. In sum, using social tools, including LinkedIn through your agency is a great way to reach your customers, the right business communities and prospects.

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[news]

business bites from brussels IN THE LATEST BULLETIN FROM THE EUROPEAN COMMISSION, MEASURES UNDER CONSIDERATION WILL HAVE REPERCUSSIONS FOR BUSINESSES, CONSUMERS AND THE GENERAL PUBLIC IN NORTHERN IRELAND. HERE WE DETAIL WHAT’S UNDER PROPOSAL IN BRUSSELS.

2500 dangerous products withdrawn from EU market in 2014

The European Commission published new figures recently which show that in 2014, nearly 2500 products were either stopped before they entered the EU or removed from markets because they were dangerous for EU consumers. The European Commission and EU Member States have been working together for 12 years to ensure that consumer goods placed on the European market are safe. The Rapid Alert System ensures that information about dangerous non-food products withdrawn from the market and/ or recalled anywhere in Europe is quickly circulated between Member States and the European Commission. Appropriate follow-up action can then be taken everywhere in the EU and consumers are informed. Thirty-one countries (28 EU Member States, with Iceland, Liechtenstein and Norway) currently participate in the system. Every Friday, based on the information provided by the national authorities, the Commission publishes a weekly overview of latest alerts. According to the recent report, the majority of unsafe products came from outside the EU and the highest number of notifications were made by Hungarian authorities (291), compared to 126 notifications by the UK.

Tax Transparency Package The European Commission has presented a package of tax transparency measures as part of its agenda to tackle corporate tax avoidance and harmful tax competition in the EU. A key element of the Tax Transparency Package is a proposal to introduce the automatic exchange of information between Member States on their tax rulings. Every three months, national tax authorities would have to send a short report to all other Member States on all cross-border tax rulings that they

have issued. Each Member State would then be able to ask another Member State for more detailed information on a particular ruling. This will enable Member States to detect certain abusive tax practices by companies and take the necessary action in response. Corporate tax avoidance is thought to deprive the public budgets of EU Member States of billions of euros a year. It also undermines fair burden-sharing among tax-payers and fair competition between businesses.

Digital Single Project to Market Strategy unlock funding for Europe’s action plan businesses

Digital technology is part of everyday life, yet many barriers remain to using it. The European Commission has made it a priority to remove these obstacles and create a Digital Single Market. The College of Commissioners recently discussed the Digital Single Market Strategy and set out

20 NI Chamber

the main areas where the Commission will focus its work to trigger real changes for consumers and businesses alike. The three main areas on which the Commission will focus its action are; better access for consumers and businesses to digital goods and services; shaping the environment for digital networks and services to flourish; and creating a European Digital Economy and Society with long-term growth potential. The main areas for action include issues such as parcel delivery, modernising copyright, simplifying VAT, ensuring investment in high-speed internet networks and helping people develop their digital skills. A Digital Single Market could generate up to €340 billion a year for the EU economy.

The European Commission has launched a landmark project to break down the barriers that are blocking cross-border investments in the EU and preventing businesses from getting access to finance. The Capitals Market Union aims to clear obstacles that are preventing those who need financing from reaching investors and make the system for channelling those funds as efficient as possible. European Commissioner for Financial Stability, Financial Services and Capitals Market Union, Jonathan Hill, said: “Capital Markets Union is about unlocking liquidity that is abundant, but currently frozen and putting it to work in support of Europe’s businesses, and particularly SMEs.” The Commission has launched a three-month consultation and its outcome will shape an Action Plan to help unlock non-bank funding so that start-ups can thrive and larger companies can expand further. The Capital Markets Union is a long-term project that will require sustained effort over many years, although early progress can be made in some areas in the coming months.

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[Feature]

Adding a new dimension of ‘Uncommonly good business sense’ With a new brand and a new look, clients can continue to count on Harbinson Mulholland to provide ‘Uncommonly good business sense’, founding partners Jeremy Harbinson and Paul Mulholland tell Adrienne McGill.

ed is a colour most accountants and “We have gone through seven years of “Because we are an owner managed business advisers would prefer not to the economy being very flat but over the business, we fully understand the needs and see…. but for Harbinson Mulholland it last year we have noticed far more optimism operations of owner managed firms. is a vivid hue with championship associations among our clients and in the economy and “One of the things we have in common and reflects the vibrancy of the firm which we have been reacting to that. There are with many of our clients is that Jeremy and I was formed over a decade ago by former a lot of exciting new things happening and started, developed and grew our business. Big Four partners Jeremy Harbinson and Paul as part of all that it felt like a good time to A lot of the issues our clients face, we have Mulholland. refresh the brand. We have been adding faced ourselves. The pair, who are also avid Manchester new services to our portfolio such as our HM “Our clients have come through a number United fans and therefore have a special Advantage suite of products to help clients of years where business conditions have affinity with red, founded the firm in improve and prosper. These computer been difficult. Now, some businesses who 1998 after leaving accountancy giant Price driven products facilitate meetings with clients want to grow are experiencing difficulty Waterhouse at the time of its merger with which powerfully enable them to gain focus in finding markets to sell into and access Coopers and Lybrand. and insights into how to take various aspects to finance is also a serious issue. So there As partners in the small business team of of their activities forward. They aim to give are very real obstacles for firms and we Price Waterhouse, Jeremy and Paul amassed Harbinson Mulholland clients ‘The HM understand them.” a wealth of experience in dealing with SMEs Advantage’! Jeremy highlights a further strength of and owner managed businesses and felt they “When we started, we had a business plan Harbinson Mulholland which is the ability to wanted to specialise in this area by setting up and we kept reviewing it. We saw what was provide local businesses with the level of skill their own practice. happening in the market and listened to the and expertise normally associated with the And so from humble beginnings with an needs of clients – that is how we developed Big Four firms. initial team of 15, some of whom joined from the business. We had ambitions to grow “It comes down to the people and the Price Waterhouse, Harbinson Mulholland rapidly from the start.” focus that we have. Paul and I and four of was born. The firm offers a full range of accountancy the other partners were part of the initial Over the last 17 years, the Belfast-based and business advisory services including step of launching on our own and we practice has grown to become one of the audit and accounts; corporate and personal have all played key roles in the growth. It leading firms of Chartered is unique that we have so Accountants and Business many entrepreneurs as part Advisers in Northern Ireland of the team. Because of our with a team of 50 of whom 9 relatively small size, we feel a “One of the things we have are partners. closer bond with SME clients as in common with many of our The firm has just undergone opposed to being part of a big a major rebrand. This multi partner firm.” clients is that Jeremy and I incorporates a new logo and a So, with the move to new started, developed and grew catchy strapline ‘Uncommonly offices and a new look, the our business. A lot of the good business sense’ with, practice is looking forward unsurprisingly, a soft tone of to continued growth with issues our clients face, we red featuring prominently on renewed energy. As if to have faced ourselves.” the walls and furnishings of underline this, a variety of its recently opened spacious mission statements adorn the new offices. These are in the walls of the offices such as ‘This Centrepoint Building on the is where it all adds up’ and edge of Ormeau Avenue with a spectacular tax, forensic accounting; strategic business ‘Harbinson Mulholland – where everybody view of Bedford Street. advice; business reorganisation, recovery and counts.’ Jeremy Harbinson says with economic insolvency; and wealth management. “We have revisited our services and conditions now looking more positive, it Paul attributes the firm’s considerable provided more options and more ways to made sense to coincide the rebrand with the growth over the years to its thorough add value for clients. We are, after all, a upturn in business confidence. understanding of owner managed businesses. Premier League practice,” says Paul.

22 NI Chamber

Jeremy Harbinson and Paul Mulholland.

NI Chamber 23

[Feature]

Passport to success Firms who are keen to export need to translate international sales skills into overseas markets, Danske Bank’s Head of Small Business Katherine James tells Adrienne McGill.

orthern Ireland’s future growth prospects as a regional economy are inextricably linked with its ability to grow the size of its export base. The benefits are multiple. It is one of the main ways in which the region can start to reduce an over dependence on the public sector and address its low level of productivity vis-à-vis other regions of the UK. Trading internationally provides links to fast growing economies as well as improving the local skills and knowledge base and providing a more attractive environment for Foreign Direct Investment. Where internal demand is weak, as has been the case here for some time now, exports can help accelerate recovery. But it seems finding people with the right skills to work in international markets is one of the major barriers faced by firms who are keen to export. A report in 2013 commissioned by Invest NI, the Department for Employment and Learning and the Department for Enterprise, Trade and Investment to assess the future requirement for professional sales, strategic export marketing and international business communication skills in the Northern Ireland workforce, found that firms not currently exporting but who wanted to, faced several barriers including the cost of up-skilling their workforce; the cost of recruiting staff with the relevant skills; and a lack of supply of individuals with relevant skills. The report by RSM McClure Watters also found that firms preparing to enter export markets encountered a number of obstacles including difficulty in establishing a dialogue with prospective customers/partners; obtaining information on an export market; staff not trained; language barriers and cultural differences; and resource/staff constraints. It also emerged there was a bias or preference on the part of overseas customers for doing business with firms established in their own country and dealing with legal, financial and tax regulations and standards overseas also proved difficult. Meanwhile a report by NI Chamber in 2014 detailed the biggest challenges for potential exporters are in relation to finding/ understanding overseas customers; the fact that their business is too small; finance requirements (access, cashflow, currency); having the right management/staff skills and export costs including logistics. For existing exporters the biggest challenges are inadequate market intelligence; developing/

24 NI Chamber

Katherine James, Danske Bank’s Head of Small Business.

maintaining necessary skills to export and finance requirements. Despite some excellent success stories and achievements in export markets, Northern Ireland’s export base remains small. In fact the top 10 exporters alone account for half of all goods manufactured for export here. There are around 1,500 active goods exporters in Northern Ireland, just over 2 per cent of Northern Ireland’s registered business base. Katherine James, Head of Small Business at Danske Bank, agrees that Northern Ireland companies who have the potential to export are being held back because they are unable to find employees with the requisite skills to work in overseas markets. “Potential exporters need to have the confidence to enter new markets but they can only do this if they have the people with export and international sales skills. “It is alarming that we can’t find people with international sales competencies. There are so few companies in Northern Ireland who are exporting – it is no wonder that we don’t have many people who have experience of international sales. You can get marketing qualifications through universities and colleges but sales qualifications comes with experience – it is people who have the core competencies of a sales person or a good business development person. There is no substitute for pounding the pavements and going to the markets and meeting the people that you want to sell to. It is about building personal relationships. “Many firms who don’t know about strategic marketing also find themselves at a loss because they don’t know who to contact about selling their product into a particular

market. They are also reticent to explore new markets because they are unfamiliar with the language, the culture – it is the fear of the unknown.” Ms James welcomed the launch last year of the Graduate Export Sales and Marketing Academy, a programme designed and delivered by Belfast Metropolitan College (BMC) with support from the Department for Employment and Learning and Invest NI which aims to provide graduates with the skills and experience required to take up exciting new exporting opportunities in both the sales and marketing arenas. Selling products and services into export markets has been highlighted by government as essential for the development of Northern Ireland’s economy. Targeting HND, degree or equivalent graduates from any discipline, the Academy will offer an intensive eight-week training programme, followed by a nine-month temporary work contract with an employer and a potential offer of employment. “Companies not exporting are missing out on huge opportunities. But they must be willing to take a risk and be confident. They also must make a point of employing staff with international sales experience,” says Ms James. “Those who wish to export have a challenge on their hands but it is not insurmountable. There are some great exporters in Northern Ireland who have overcome obstacles and achieved huge success in international markets. Their experience should provide inspiration to others.”

[columnist] Chris Mitchell, Partner, Thompson Mitchell Solicitors

THE OTHER EXIT STRATEGY There is no good reason for not making a Will and several good reasons why you should, explains Chris Mitchell.

regular topic of conversation for business owners is the “exit strategy”. Nearly all business owners will plan, often years ahead, how they hope to retire and extract their value from their business. Most employees also will plan for their retirement. And yet only about one third of adults in the UK will make a Will to ensure that their estate will go to those they want to inherit. Why is that? Some rather fatalistic people think that making a Will might just hasten their demise and therefore are afraid to do so. Others perhaps just take it for granted that everything will pass on the way they want it to without a Will, when in fact the result might turn out quite differently from what they had imagined. Yet others, with every good intention, simply keep forgetting to make a Will – before it’s too late! It never ceases to amaze me the number of clients who ask me to prepare Wills just before they go on holiday. I can understand a lot of people not wanting to come back from their holidays, i.e. just wanting to stay away and never have to work again, but so many people seem to think that they are more likely to die on holiday than at any other time. I’m not sure that the statistics would back that theory up. So, if you have made a Will – well done! And if you haven’t – why not? There really is no good reason for not making a Will and there are several good reasons why you

should. By making a Will you can specify who is to benefit from your estate and to what extent. By making a Will you make things much easier for your family to deal with your affairs when you die. You can benefit non-family members or charities by making a Will. You may be able to save inheritance tax by making a Will. If you haven’t made a Will, but decide you want to, before you call your solicitor, think about who you would like to be your executor(s) (to see that your estate is properly administered); make a list of your assets (basically anything you own whether alone or with others) including where they are and what they might roughly be worth; and then think about the people to whom you would like to leave everything (whether specific items or sums of money or a particular share of your estate). And if you can, keep things simple. The more you complicate your Will, the more likelihood there is that things will become difficult for those left behind. If you need to, you can include trust provisions in your Will – most commonly used when minor children are involved. Your solicitor should be able to keep you right on matters like that. When you go to see your solicitor about making a Will, ask also about Enduring Powers of Attorney (“EPAs”). Your Will will hopefully gather dust in a safe until you review it or make a new Will because

your financial or family circumstances have changed. But what happens if you almost, but don’t quite, meet your Maker when, for example, you suffer a stroke or you take off behind that speed boat in the Canaries and land rather heavily on the beach rendering you unable to understand what’s going on possibly for years to come. In such circumstances, when in legal speak you are deemed not to have the capacity to manage your affairs, if you have not appointed someone (often your spouse or partner or children) as your attorney or attorneys under an EPA, then you could be leaving your family with one heck of a headache too. Without an EPA, a member of your family will have to apply to the High Court, Office of Care & Protection to be appointed as your Controller. That application process can be complicated and expensive and the resulting Controller Order can be very restrictive. An EPA can save a lot of time, hassle and expense for your family when having to manage your affairs in often very trying circumstances. So, if you haven’t yet made a Will or an EPA, the next time you hear or think of the words “exit strategy”, don’t just think of how you plan to retire – think also about what you would like to see happen when you make that final exit from the big stage – or if you just fall off it! As Nike would say, “Just Do It!”

NI Chamber 25

[Columnist] Ian Rainey, Former International Banker

Brazil Hits The Barriers Economic affluence sits alongside corruption and unrest in Brazil observes Ian Rainey.

t is easy for a visitor to Rio to feel that there is nothing amiss in Brazil. The middle classes certainly know how to live with a game of volleyball on the beaches of Copacabana and Ipanema starting the day. But as you stray from the beaches in to the favelas which cling to the foothills and are plagued by poverty and violence, you are immediately aware that down-town Brazil is not a bed of roses. Regardless, the city is working at a hectic pace to be ready for next year’s Olympic Games which will give a much needed boost to an economy in danger of going into reverse. Rescued by the International Monetary Fund in 2002, Brazil enjoyed almost a decade of sustained growth on the back of an unprecedented commodity boom. With strong exports of coffee, sugar, soya bean and iron ore, Brazil warranted its favourable connotation as one of the BRIC countries (ie. Brazil, Russia, India and China) which was going to challenge the world’s largest economies. But not unlike their football team at the World Cup, hosted by Brazil in 2014, the country has flattered only to deceive. Last month one million protesters in the capital Sao Paolo took to the streets to voice their discontent. The country is facing an acute water shortage following a long drought and with three-quarters of its electricity coming from hydroelectric dams, there are great natural factors sapping its energy resources. On top of this, a vast corruption scandal at Petrobras, the state controlled oil giant, has seen some $10 billion embezzled into the hands of some of the country’s major construction firms and investigations are proceeding against more than 30 sitting politicians. Mrs Dilma Rousseff,

26 NI Chamber

the country’s President, chaired the Board of Petrobras for 10 years before taking on the Presidency and a recent poll showed that some 84 per cent of the electorate believe she has to know about the wrongdoing. Probably more worrying is the fact that Moody’s, the Credit Rating Agency, cut Petrobras’s debt rating to ‘junk’ status, which may close it out of the world’s debt markets, at a time when the country can ill afford to have its borrowing capacity prescribed. Mrs Rousseff’s personal rating as President has slipped to 13 per cent, the lowest of any President on record in the country. But there is a positive side to the story. The private sector is well managed and the country continues to enjoy considerable Foreign Direct Investment (FDI). Last year the country received some $62.5 billion in FDI making Brazil the fifth most popular destination for FDI according to the United Nations. Brazil today is the world’s 7th largest economy with a population of almost 200 million which includes the 5th largest number of billionaires in the world. Real per capita GDP exceeds $10,500 and its industrial sector accounts for three-fifths of Latin America’s total industrial production. In agriculture, the country has the largest cattle herds in the world with some 198 million heads of cattle and meat exports exceeding $1 billion per annum. It also produces 80 per cent of the world’s orange juice. In 1974, economist Edmar Bacha, described the Brazilian economy as “Belindia”, a Belgiumsized island in a sea of India-like poverty, or put another way a handful of world class enterprises in a sea of poorly run ones. Indeed a glance at

the “Belgian” end of Brazil’s corporate landscape suggests that successful firms cluster in sectors that the state has not tried desperately to help. These include retail, finance, agriculture and aeronautics where the major companies such as Marfrig (parent of Moy Park) and Embraer (a world class aircraft manufacturer) can compete successfully on any world stage. The sectors that struggle suffer from an incompetent bureaucracy and an irresponsible political elite. This is evidenced by the World Bank’s latest ‘Doing Business’ survey which ranked Brazil 120th out of 189 economies, sandwiched somewhere between Nicaragua and St Kitts and Nevis. The strength of the private sector is dragged down by its Public Sector Institutions which are ranked 94th in sub-categories that measure such things as “public trust in politicians” and “wastefulness of government spending”. Of all the countries I was able to travel to in 20 years of international banking, Brazil was the only one where travel agents warned you in advance of taking a taxi ride from the airport. Being a boy racer myself I was excited to experience this, only to have the fear of God put into me as the drivers jetted into Rio at 90mph with their windows open as they shouted at their colleagues. Having experienced that, I could understand it when Nelson Piquet, former Brazilian racing driver, famously described Ayrton Senna as “a Sao Paulo taxi driver”. In some ways, the old saying “more haste less speed” applies to Brazil, a country blessed with abundant natural resources where the public sector has to get out of the way and allow a unique mixture of physical assets and location to reach its natural potential.

[feature]

what’s in it for me? HOW NI CHAMBER HAS HELPED MY BUSINESS…WITH GREER PARKINSON, ACCOUNT MANAGER, STANLEY SECURITY.

DESCRIBE YOUR BUSINESS STANLEY Security is a high-end electronic security installer and integrator. We design, install, finance, monitor and maintain electronic security and time and attendance solutions for our clients across Northern Ireland. With offices in Belfast, Dublin and Cork, STANLEY Security has grown from an SME into one of the most successful security businesses in the industry locally. WHAT MAKES YOUR BUSINESS STAND OUT? STANLEY Security has developed longstanding customer relationships, many of whom have been clients for over a decade or more. Taking a partnership approach to what we do, we offer fully integrated solutions tailored to the exact requirements of our clients, from conventional CCTV and perimeter control right through to highly sophisticated biometric identification and networked access control systems. Underpinning our partnership approach, STANLEY Security offers clients the opportunity to finance their security assets rather than buying them outright through a service called “STANLEY Assure”. Our STANLEY Assure finance arrangements are managed in-house, clients benefit from dealing with one supplier for security or time and attendance equipment, installation and support. This is one of the main features that distinguishes STANLEY Security from competitors and has proven to be an appealing proposition to clients during the economic downturn, offering an alternative solution when budgets may be under pressure. As part of the STANLEY Black and Decker group of companies, the STANLEY Security team has successfully delivered key projects in the local retail, commercial, healthcare, education, justice and banking sectors across Ireland. We provide high-quality, tailored security systems and specialise in complex systems integration and our knowledge in fullservice systems installation and configuration is backed by unrivalled project management support and service level agreements. HOW HAS NI CHAMBER HELPED STANLEY SECURITY SOLUTIONS ACHIEVE ITS GOALS? Networking plays a very important role in how we develop our business. By joining NI Chamber, I have been able to attend a variety of events enabling us to meet people doing business in Northern Ireland. My colleagues and I have attended “Meet the Buyer” and “In Camera” events over the past

year and found these to be an excellent way of extending our reach to decision-makers. The more informal drinks evening events are an enjoyable way of meeting new contacts and catching up with people that I’ve met through the year. We are a local business and building B2B relationships is crucial to us. We have been able to achieve this aim through our NI Chamber membership and will continue to grow our business through the contacts made in Northern Ireland and beyond. WHAT WOULD YOUR ADVICE BE TO OTHER CHAMBER MEMBERS TO HELP THEM GET THE MOST FROM THEIR MEMBERSHIP? To get the most from Chamber membership you need to be an active member – it’s important to invest time and effort to get a return on your membership fees. If you are clear about your objectives and what you hope to achieve from Chamber membership, you should be able to identify the right combination of activities to get involved with. It may sound obvious, but engaging with the NI Chamber team to find out about the range of activities they organise and what would be a good fit for your business will ensure you get the right mix for you.

Each year we review sales and marketing budgets and activities from the year previous, and every activity needs to demonstrate a return to justify further expenditure. For us, we have continued with our NI Chamber membership as we’ve gained many benefits from it through the various activities that we’ve been involved with. HAS BEING A MEMBER OF NI CHAMBER HELPED THE COMPANY IN EXPORT MARKETS? Membership of NI Chamber has helped raise our profile amongst Northern Ireland businesses that have links to other markets. We have established export opportunities in countries across Europe and through other NI Chamber members we have been able to develop contacts in businesses operating in Northern Ireland who can make introductions for us within their organisation in other countries. Accreditations are essential in the security business. Local chamber membership brings credibility to our business and is an important reference for us internationally. NI Chamber has a great reputation and member businesses will be well received through participation in export activities.

NI Chamber 27

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.

here’s definitely a spring in the step of NI Chamber with an ever-growing number of events for members taking place in past weeks and also planned ahead. No surprise therefore that NI Chamber’s Spring Networking conference, which took place at Belfast’s Europa Hotel, was a lively gathering of businesses from across Northern Ireland who were invited to ‘spring into action’ and meet, engage and participate in networking activities aimed at creating new business connections. The event also included a showcase of the best of Northern Ireland business with 60 companies exhibiting their products and services, showcasing the best of Northern Ireland business. The conference, organised in association with headline sponsor firmus energy and also supported by Fleet Financial was attended by around 500 companies. Guests also heard from keynote speaker Andrew Grill, Global Partner at IBM, an internationally renowned thought leader in the field of digital and social media networks.

Meanwhile at a major cross border networking event at Titanic Belfast, over 200 businesses from across Northern Ireland and the Republic of Ireland joined NI Chamber and Bank of Ireland UK. The event, which also featured a key note speech by Michael Murphy, Chief Executive of Irwin’s Bakery, formed part of the Connecting for Growth programme which is designed to facilitate increased business between companies from Northern Ireland and Republic of Ireland.

Owen Brennan, Executive Chairman of Devenish Nutrition also addressed the event.

Michael Murphy

Owen Brennan

NI Chamber’s Minister on the Move initiative was hosted this time by Caterpillar, one of Northern Ireland’s most successful exporters. The event, in partnership with British Airways and American Airlines, took place at the engineering giant’s Larne facility where the audience heard from Caterpillar NI Operations Director, Robert Kennedy who spoke about the company’s $25 million (£16 million) investment in Northern Ireland and also from Enterprise Minister Arlene Foster who praised the local workforce for their skill in diverse manufacturing activities.

Andrew Grill

Robert Kennedy

A Danske Bank Export First event hosted by Devenish Nutrition at its Global Food Security Labs at Queen’s University, more than 50 exporters were provided with an opportunity to discuss a number of business concerns directly with Employment and Learning Minister Dr Stephen Farry.

28 NI Chamber

Chamber chief’s update Networking is a key element of NI Chamber’s activities and in a new partnership with First Trust Bank, a series of networking events are taking place this year across Northern Ireland. The third of these was at the Malone Lodge Hotel in Belfast, and was attended by 130 company representatives. They heard from First Trust Branch Manager Mark McKeown who gave an insight into the value of networking and how to get it right. Mark McKeown

Looking ahead, Unleashing Business Growth will be the headline topic under discussion at our next Growing Something Brilliant conference (GSB) on May 19 at Titanic Belfast.The keynote speaker will be Andy Bruce, Group Chief Executive of Lookers who will detail how the company has expanded its network of car dealerships to become a titan in the car industry. A panel of industry experts comprising Owen Brennan, Executive Chairman, Devenish Nutrition; Patrick Joy, Director Suretank Group and Elaine Patterson, Sales Director, Ulster Carpets will reveal how their companies have achieved unrivalled success in export markets.

NEW MEMBERS Business Services Alexander Mann Solutions Diamond Electronic Systems Ltd Newspread (WNS) XsellTeam Limited Charity Action Cancer Construction Conexpo (NI) Ltd Creative Industry ICAN Icono Housing Association Clanmill Housing Group

Turning to engagement with government, the Assembly’s Enterprise, Trade and Committee at Stormont was presented with evidence from NI Chamber on a range of issues as part of its ‘inquiry into growing the economy and creating jobs in a reduced tax environment.’ We said businesses needed more certainty around the devolution of corporation tax and changes to the tax regime would require extra skills requirements. NI Chamber President Kevin Kingston told the Committee that while the economic recovery was in place with 2.2 per cent growth forecast for this year, it needed to be accompanied by improvements in productivity. Committee chairman Patsy McGlone said it was essential to work to resolve areas of concern as well as to develop an integrated approach to developing the Northern Ireland economy.

Andy Bruce

And for the first time since the initial GSB conference in 2013, we are introducing an international flavour to proceedings with overseas regional experts from China, Slovakia, Poland and India providing information and advice on the opportunities available in their respective countries. Finally…with NI Chamber’s Annual Lunch fast approaching in June, the appetite for the event is growing with guests due to fill Belfast City Hall to capacity to hear guest speaker, all time champion jockey AP McCoy who recently retired, being interviewed by Sky Sports at the Races racing presenter Gary O’Brien. The event has been sold out for months – but those lucky enough to be there can be assured of an annual lunch to remember! A P McCoy

ICT AirSpeed Telecom Commtech Solutions CSI (Ireland) Ltd Dialogic Telecommunications Export Technologies Ltd. Outsource Solutions (N.I.) Ltd SR Labs Manufacturing Believe 3D Printing Ulster Weavers Ltd Banbridge Market Research LucidTalk Marketing & PR Lanyon Communications Page Setup Mining and Exploration Dalradian Gold Limited Pharmaceutical Exploristics Professional Services Hugh Jordan and Co Catering Supplies McKinty Associates Wealthcare Recycling NWP Commercial Limited Retailing The Present Tree

Kevin Kingston

Training High Performance Training Paul Tracey Consulting Think People Consulting

NI Chamber 29

SPRING NETWORKING CONFERENCE

Guest Speaker Andrew Grill (IBM). Andrew Grill (IBM); Ann McGregor (NI Chamber) and Paul Stanfield (firmus energy).

Mentalist David Meade. Delegates network. Leigh Rodgers (Nespresso) exhibits at the business showcase.

Philip Miley (Fleet Financial) and David Meade.

Minister oN the Move at Caterpillar

Robert Kennedy (Caterpillar) with Enterprise Minister Arlene Foster, Paul Kirkpatrick (Caterpillar) and Ann McGregor (NI Chamber). Robert Kennedy (Caterpillar) with Catriona Toner (American Airlines) and Brenda Morgan (British Airways).

Enterprise Minister Arlene Foster addresses guests.

Louise Agnew (British Council Northern Ireland) and Louisa Morrison (Banner Business Services) network.

The Minister â&#x20AC;&#x2DC;On the Moveâ&#x20AC;&#x2122;.

Guests listen to the Minister.

REGIONAL NETWORKING EVENT

Guest Speaker Mark McGeown (First Trust Bank). Delegates heard how to network from Mark McGeown (First Trust Bank).

Jacky Mead (Mooney Hotel Group) and Damien Stone (Ingeus).

Mark McGeown (First Trust Bank) with Aisling Press (First Trust Bank), Louise Turley (NI Chamber) and Gareth Macklin (Malone Lodge Hotel).

Allan Cree (The Skilfull Pass) with Geraldine Morgan (Marsh).

Riain Geraghty (Traction Finance), Clare Flanagan (Fleet Financial) and Stephen Irwin (Traction Finance).

UNLEASHING BUSINESS GROWTH GROWING SOMETHING BRILLIANT CONFERENCE 2015 TITANIC, BELFAST

TUESDAY 19 MAY, 8.30AM - 1.00PM MEMBERS: FREE, NON MEMBERS: £35 + VAT HEADLINE SPONSOR

SUPPORTING SPONSOR

SPEAKERS GROWING SOMETHING BRILLIANT ANDY BRUCE GROUP CHIEF EXECUTIVE, LOOKERS PLC.

MAKING THE LEAP: LOCAL TO INTERNATIONAL Hear from a panel of local successful exporters including:

Andy took the helm of Lookers plc in January 2014. With an annual turnover of over £3 billion, the company operates a national network of car dealerships, featuring a wide range of car makes, including the volume brands Vauxhall and Renault, among others. Originally established in 1908 by John Looker, the company sold bicycles, parts and accessories. Since then, through a smart mix of natural growth and acquisition, Lookers has expanded into one of the most formidable within the automotive industry. The company also has dealerships for a number of high-end makes, including Ferrari in Northern Ireland and Jaguar in Northern Ireland and Scotland. Other brands in the stable include Aston Martin, Audi, Bentley, Citroën, Chrysler, Honda, Jeep, Land Rover, Lexus, Maserati, Mazda, MG Rover, Nissan, Peugeot, Saab, Seat, Toyota, and Volkswagen, as well as motorcycle dealerships for BMW, Ducati, Honda, and Kawasaki.

OWEN BRENNAN EXECUTIVE CHAIRMAN, DEVENISH NUTRITION

john.quinn@northernirelandchamber.com

ELAINE PATTERSON SALES DIRECTOR, ULSTER CARPETS

ACCESSING OPPORTUNITIES IN GLOBAL MARKETS Discover the export potential of your business. Overseas regional experts including China, Slovakia, Poland and India will provide information and advice on the opportunities available.

•

To register please email:

PATRICK JOY DIRECTOR, SURETANK GROUP

• • •

Vince Cunningham China Business Adviser, China-Britain Business Council Patrick Ney Director, British Polish Chamber of Commerce Christopher Plant, CEO, British Chamber of Commerce In The Slovak Republic Steve Toogood Director, UK India Business Council

@NIChamber www.northernirelandchamber.com

[NEWS]

Roll call on red carpet for Northern Ireland businesses N orthern Ireland Chamber of Commerce and Industry (NI Chamber) has officially launched the annual Chamber Awards. The awards will be demonstrating the very best of business from across the region, highlighting the positive contribution that businesses make to the economy and to society as a whole. Companies can enter into eight categories, covering exports, small business, people development, technology, high-growth firms, community, young people, and partnerships with the education sector. For the first time in its 12-year history, the Chamber Awards will include an ‘Education and Business Partnership Award’, which will celebrate the efforts of schools and colleges to engage with their local business community. The Northern Ireland winners will then go on to compete against the winners from 11 other regions across the UK and stand the chance of being crowned the overall UK winner in a national final in London – with the prospect of winning a £10,000 cash prize. The full list of categories this year is: •Small Business of the Year •Export Business of the Year •High Growth Business of the Year •People Development Award •Best use of Technology to Improve Business Performance

•Education and Business Partnership Award •Business in the Community Award •Young Person in Business Award Stephen McCully, Vice-President of NI Chamber, said: “The Chamber 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. “This year we are introducing a category that recognises the partnership between education and business in order to develop the talents of our next generation. The award highlights the significance the Chamber Network and businesses place on preparing young people for the world of work.” The closing date for entries is Friday 26 June 2015 with entrants being assessed and then declared a winner at regional level on 28 September 2015. The national final will take place on 26 November 2015 at The Brewery in London. •To enter online, go to www.chamberawards.co.uk or for further information you can contact Christopher Morrow, Communications Manager at NI Chamber on 028 90244113 or email christopher. morrow@northernirelandchamber.com.

Christopher Morrow, NI Chamber Communications Manager and Stephen McCully, Vice-President of NI Chamber, launch the 2015 Chamber Awards. 34 NI Chamber

til un ry 15 nt 20 re e fo n n Ju pe th O 26

Rewarding excellence in British business

Chamber Awards 2015 – Open for Entry Recognising and rewarding excellence in British business, the Chamber Awards is one of the UK’s most contested and prestigious business award programmes. Each year, from Aberdeen to Plymouth, organisations of all sizes and from all sectors compete for the coveted titles and the £10,000 cash prize on offer. Free entry for members of Accredited Chambers of Commerce. Non-members entry fee £195 +VAT. Visit www.chamberawards.co.uk now to view the 2015 Awards and to start your entry.

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

Sponsored by

Business lending and consumer confidence up in 2014 BY IAN SHEPPARD, BANK OF IRELAND UK, HEAD OF BUSINESS AND CORPORATE BANKING IN NORTHERN IRELAND.

At the end of March Bank of Ireland revealed increased levels of business and mortgage lending in Northern Ireland in 2014 with the approval of more than £600m in new lending to Northern Ireland businesses, which was up 20 per cent on the previous year, and growth in consumer lending including a significant rise in new mortgages. The Bank is seeing the momentum carrying through into the first months of 2015 with an increase in levels of business activity in the first quarter and continuing to see an improvement in consumer confidence. The recovery is evident to various degrees in all sectors but was quite

marked in agriculture where the number of agri-lending packages we approved was up 31 per cent on 2013 and approvals for lending to medium sized businesses were up 60 per cent. The demand for new lending covered business of all sizes, from major corporate customers to start-ups. Lending to consumers in Northern Ireland also increased strongly in 2014, particularly in the housing market where we helped twice as many completions take place compared to the demand in 2013. With 2015 heralding the prospect of continued growth, as always, the performance of individual businesses

will vary. Our expectation is that the businesses continuing to invest in innovation and technology and an export focus will provide the greatest growth potential for NI Plc. We are engaged with businesses and industry partnerships and have introduced initiatives to make it easier for businesses to access bank finance eg. our 3 step credit application process. Our people are passionate about business, we want businesses to tell us their story and their growth ambitions at the earliest opportunity so that we are in the best place to understand their strategy and to develop a close, long-term partnership with our customers

New stores set to be a model of success Age NI has launched a new retail store in Banbridge marking the start of a broader commercial direction for the charity led by Hugh Black, Age NI Commercial Director. The new store concept combines the look and feel of a high-street boutique while providing the quality and value-for-money that consumers demand.

Age NI Commercial Director, Hugh Black said: “We have spent a lot of time developing our new store concept and we are confident that it will provide shoppers with the retail experience that they expect and receive from successful high-street shops. It’s imperative that charity shops adapt if they are to survive in a changing retail landscape. Not only will our store offer pre-loved goods at excellent prices, it will also challenge the way people have traditionally regarded ‘second hand’ shops. Now that the first of our concept stores has launched, we are planning our next steps and have an eye on emerging locations across Northern Ireland.”

36 NI Chamber

Age NI Chief Executive, Linda Robinson added: “The charity’s new commercial direction will reposition Age NI’s retail presence on the high street as well as increasing awareness of the help and support that Age NI can offer within local communities. We want more people to know more about the ways that Age NI can help them to love later life.” Find out more at www.ageni.org/stores

Age NI’s Commercial Director, Hugh Black and Chief Executive, Linda Robinson Age NI’s new store in Banbridge.

AT THE CONTROLS IN AEROSPACE

AT THE CONTROLS IN AEROSPACE Aerospace in Northern Ireland is a $1.6 billion industry. It is technologically advanced and internationally focused and employs over 8,500 people across 60 companies. These firms are engaged at the leading edge of advanced aerospace design and manufacturing. Every major commercial aircraft programme depends on structures, components and expert services from Northern Ireland. In this section we profile some of the dynamic companies and organisations whose research and development, skills, experience and knowledge have helped Northern Ireland become Europeâ&#x20AC;&#x2122;s ninth largest aerospace region in revenue terms. And we also hear about the challenges of this fiercely competitive industry and tell the story of jet manufacturer Gulfstream which was saved from collapse by the actions of one man â&#x20AC;&#x201C; Fred Breidenbach.

AT THE CONTROLS IN AEROSPACE

A SOARING INDUSTRY The aerospace sector in Northern Ireland continues to grow helped by industry bodies such as ADS. Dr Leslie Orr, the organisation’s Manager in Northern Ireland details the work it does in supporting this vital area of the local economy.

he aerospace industry contributes £1bn per year to the Northern Ireland economy. The sector directly employs over 8,000 people and represents 20 per cent of our exports. There is real opportunity for future growth. However, there is also very strong international competition as the aerospace industry is highly prized by governments across the globe, being high value and high technology, with the potential to generate jobs, wealth and exports for many years to come. The worldwide demand for air travel and for new aircraft continues to grow. The global market outlook for the aerospace industry presents major opportunities for Northern Ireland companies. Currently UK aerospace has 17 per cent of the global market share, making it the

38 NI Chamber

number one aerospace industry in Europe and globally second only to the US. The sector generates £27.8 billion in revenues for the UK with annual growth of 9.4 per cent. Northern Ireland contributes £1 billion to this total and therefore in scale is one of the top aerospace regions. The global growth figures for the aerospace industry are staggering. Between now and 2032, there is a global requirement for over 29,000 new passenger aircraft, 24,000 business jets, 40,000 helicopters and 5,900 regional jets. This total civil aerospace market is forecast to be in the excess of $5 trillion. To capture more of this market and further growth, the aerospace sector, UK Government and industry formed the Aerospace Growth Partnership (AGP). The AGP is a long-term strategic plan

with commitment to capitalise on the opportunity for growth. As a result of the work of the AGP, Government and industry announced a joint R&D investment in aerospace of more than £2 billion over the next seven years. The AGP is facilitated by ADS which is the national trade organisation advancing the UK Aerospace, Defence, Security and Space industries. ADS has 900 member companies across the UK. ADS NI was established in 2010 and already has 70 Northern Ireland member companies. The goal of ADS NI is to further grow the Aerospace, Defence Security and Space industries here. Bombardier Aerospace, B/E Aerospace, RLC Group, Magellan Aerospace and Survitec Group all have substantial aerospace operations in Northern Ireland

AT THE CONTROLS IN AEROSPACE

that supply many leading programmes worldwide. There is also a very strong aerospace supply chain cluster with over 40 companies supplying components to major industry primes like Bombardier, Airbus and Boeing. There are only a few global aerospace primes and Northern Ireland is in a very favoured position to have a prime like Bombardier with such a major hub in Belfast. The new Bombardier CSeries aircraft, for which Bombardier Belfast is producing the advanced composite wings, and in which the local supply chain are involved, is very exciting for the future of the industry here. B/E Aerospace located in Kilkeel manufactures luxury aircraft seats packed with high technology systems. Not many people are aware that 30 per cent of the world’s aircraft seats – over 100,000 seats every year – are produced in Kilkeel. Another great development for the local aerospace industry is the establishment of the Northern Ireland Advanced Composites and Engineering Centre (NIACE). This is a specialist facility where small and large companies are able to work together with the universities to develop new products, materials and processes keeping us at the forefront of the

technology driving the industry. Bringing together many of these strands for growth, ADS NI has formed a Northern Ireland Industry Council. The Council is chaired by David Beatty of Thales and comprises leaders from the companies and the universities to collectively set the direction for the industry. The ADS NI Council working with Invest NI and other government departments developed a strategic plan to accelerate growth in the industry. The plan, entitled Northern Ireland Partnering for Growth, targets to double the size of the industry to £2 billion in the next 10 years. This involves developing many areas including skills provision, supply chain excellence, growing R&D and expanding our sales to export markets. Northern Ireland is developing a very strong aerospace supply chain with many companies involved and this has been recognised with our outstanding performance in the aerospace business excellence programme called SC21. Bombardier are long-term champions of SC21 and have led three clusters of suppliers through the programme. B/E Aerospace has also launched SC21 for some of their Northern Ireland suppliers. The programme has been well

supported by Invest NI. Companies that have received SC21 Awards are seeing significant benefits and growth in business. Overall in terms of delivery performance, SC21 companies are outperforming non SC21 companies by over 30 per cent. The first companies on the programme that have maintained the quality standards have shown on average a 75 per cent growth in sales. One key element in growing the aerospace sector is to develop the future skills required and to encourage young people into the industry. One of the things ADS does to engage young people is a very exciting annual Schools Rocket Challenge. It is a real engineering challenge, requiring teams to build and launch a rocket carrying a raw egg to height of 750ft and land it without breaking the egg! The winning team go to the international final at the Farnborough Airshow. In Northern Ireland we can look back with pride at over 100 years of aircraft innovation and production, with this rich heritage, knowhow and skills we can also look forward to the next stage of expanding this highly respected and competitive industry sector. * For more information see www. adsgroup.org.uk/ni

NI Chamber 39

AT THE CONTROLS IN AEROSPACE Fred Breidenbach.

Faced with the collapse of the aircraft company he had been hired to lead, Fred Breidenbach, the former President and COO of Gulfstream, had some tough decisions to make. In an exclusive interview with Adrienne McGill during a visit to Northern Ireland last month, he reveals how the luxury business jet manufacturer survived at a time of budget cutting and recession.

ithin a few days of arriving in reign as the maker of the biggest, fastest and actually reduced by a greater percentage than the US state of Georgia at the costliest corporate jets. the blue collar workforce. We froze salaries Savannah based headquarters However, a combination of inadequate for everyone. We did all the right things to of business aircraft manufacturer Gulfstream, financial controls and a mountain of debt try to get our costs down – and that gave Fred Breidenbach, who was taking the over many years had pushed Gulfstream to us more time to survive while working to controls as President and Chief Operating the point of collapse in 1993. And it was increase our revenues. On top of this the Officer, knew he was facing financial happening just as the jet manufacturer was economy was not in good shape at this time turbulence in the extreme. rolling out a new multi billion dollar aircraft – so we were hoping it would bounce back.” It was April 1993 and he had spent the programme – the G V – an ultra-long-flight Mr Breidenbach also lobbied suppliers previous 25 years in various senior positions business jet with a maximum range of 6,500 for price concessions. Four big companies at General Electric Co in the jet engines nautical miles. represented over 50 per cent of the total and aerospace groups but had left cost of materials for the G IV SP: the company when it divested the Rolls-Royce (the engine); Honeywell division to Martin Marietta (now (the avionics); Textron (the wing); “We did all the right Lockheed Martin). and Grumman (the nacelles). With things to try to get our Headhunted by Gulfstream, he left each, Gulfstream had locked itself costs down – and that his GE job in New Jersey (US) where into long-term contracts under which gave us more time to he had been based and relocated it had to pay higher prices every survive while working to to Hilton Head, South Carolina, an year through 1999. Mr Breidenbach increase our revenues.” easy commute to Savannah, Georgia packaged a set of gloomy G IV for his new job attracted by what SP sales forecasts with a plea for Gulfstream had to offer in terms of price rollbacks under the title ‘’Tin location and product. There was no time to lose. Gulfstream Cup’’campaign and began doing the rounds. “I joined Gulfstream on 1st April, 1993,” took a $204 million non cash charge against The campaign showed that there had says Mr Breidenbach. “The next day, the earnings in 1993 to write off the balance been yearly cost increases by the supplier, Treasurer Bob Williams walked into my office of its investment in the G IV SP (Special that Gulfstream’s own costs had followed this – he was grim faced. He said ‘Fred…you Performance) aircraft, which management same trend, that Bombardier’s “Challenger” aren’t going to like this – but we are going to (and suppliers) considered nearing its market had taken market share, and both Gulfstream run out of money at our current burn rate capacity. As a result, the company posted a and the supplier needed to reduce costs so in the next 30 to 60 days.’ Thankfully he $275 million loss for the year. the price could be reduced as well. didn’t tell me the day before or I would have By mid-1993, Gulfstream was in violation Some suppliers felt the G IV SP thought it was an April Fool’s Day joke!” of the covenants on $400 million in loans. programme was nearing its end but Mr For nearly 40 years, Gulfstream, which Lenders were persuaded to grant waivers to Breidenbach felt with these actions, at least is now owned by General Dynamics, has the company to avert a potentially ruinous 100 more aircraft could be sold. been synonymous with corporate aviation. It default. Mr Breidenbach, meanwhile, In the end, all four suppliers, concluding it has evolved from an aircraft assembly plant launched an emergency drive to slash was in their own interest to help Gulfstream in Savannah to become a major designer, operating costs. By the end of 1993, survive, agreed to reduce prices. developer and manufacturer of highly Gulfstream had shed 750 employees –16 Mr Breidenbach’s initiatives reduced sophisticated jet aircraft. per cent of its labour force. He also cancelled operating costs by $50 million, or 13 per The original Gulfstream model, a twinplans to add three new buildings to the cent. engine turbo-prop introduced by Grumman Savannah complex. “At that time we had manufactured Aerospace in 1958, was the first aircraft Marketing luxury business jets in a time around 200 G IV aircraft – our largest and designed expressly for business use. The G of budget cutting and recession proved most successful programme ever had only II, introduced in 1966, set an imposing new extremely difficult and challenging. reached 250 units so conventional wisdom standard for performance and comfort as the “What we had to do was to reduce our believed we were reaching market saturation first large-cabin business jet. The G III took to spending and work like mad to increase our and if we did not have a new aircraft to the skies in 1979 and was followed six years revenue. We had to reduce the workforce build we were going to be out of business later by the G IV, maintaining Gulfstream’s including management positions which were anyway. We had to figure out ways to

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FROM DESCENT TO ASCENT

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reduce the expense of developing and building the new G V plane and how to get it done on time. For the empennage, the wing, and the control surfaces – we found willing revenue share partners, a business model often used in Europe but never before used on General Aviation aircraft in the US – so it defrayed about $500 million of development costs. We were still selling planes and we had to put money into the programme but we were also getting good deposits for the G V – these were non-refundable deposits. Our customers had faith that we were going to make it so between that revenue coming in, the reduction in costs and the on time certification, we were able to get the G V programme going. The sales and marketing teams did a fabulous job.” Gulfstream’s future was still in grave doubt, as its G V had potential competition from Bombardier, which in late 1993 decided to develop its own ultra-long-range model, the Global Express. Luckily, the surging US economy, which reignited the market for corporate aircraft provided Gulfstream with a huge boost starting in late 1994, as sales increased, company debt fell, and back orders climbed steadily. By the end of 1994 the company had in hand 41 firm orders for the G V. By year-end 1996, this backlog had reached 67, representing about $2.4 billion (at an average per-plane price of $36 million). In October 1996 the reinvigorated Gulfstream was able to sell a larger-than-expected $888 million in shares through an initial public offering. On April 11, 1997, the Gulfstream V received final and full certification from the FAA, beating the Global Express to market. The G V had been developed at a cost of more than $250 million, a sum that was soon seen to be more than justified. By the end of 1997 Gulfstream had been able to deliver 29 of the new jets and had a backlog of 45 orders. Company revenues nearly doubled, to a record $1.9 billion, while net income soared from $47 million in 1996 to $243 million in 1997. During 1998 a record total of 61 G Vs and G IV SP’s were delivered, helping to increase revenues to $2.43 billion. At year-end 1998, 56 G Vs and 50 G IV SPs were on back order, representing about $3.3 billion in sales. Meantime, Gulfstream received the 1997 Robert J. Collier Trophy, aviation’s most prestigious award, from the National Aeronautical Association for the Gulfstream V. The company’s latest model, the G 650,

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Gulfstream’s G V aircraft. PICTURE: Stewart Cook/REX. which comes with a price tag of $65 million also received the award earlier this year. The G IV SP had morphed into the G450 and is still in production today. The combination GI V, G IV SP, and G 450 has sold over 700

The luxurious interior of the Gulfstream G V. PICTURE: Stewart Cook/REX.

units...far exceeding the gloomy 250 unit predictions of 1993. The G V which became the G 550 is still in production along with the new G 650. Since leaving Gulfstream in 1997, Mr Breidenbach has been the Chief Executive Office of FA Breidenbach and Associates, LLC, a management consulting firm providing services to the aerospace industry. He remembers clearly another conversation he had with Bob Williams almost 4 years to the day since the Gulfstream Treasurer had told him about the dire state of the company’s finances. “We had certified the G V, we had gone public, and a lot of good things had happened. Bob came into my office and said ‘Fred, I have a problem. All my life I have been trained to manage debt…but the company has so much money now I don’t know what to do.’ We had a good laugh.” See page 74 - Fred Breidenbach and SYNNEX/Concentrix

Magellan Aerospace in Northern Ireland is working at full capacity, its Operations Manager Neil Taggart tells Adrienne McGill.

ith a very healthy flow of orders, Magellan Aerospace is working at a hectic pace to meet demand for the wing components it manufactures for Airbus. The firm, which employs 112 people at its 70,000 sq ft facility in Greyabbey, Co. Down, manufactures wing ribs and spars for a range of Airbus aircraft including the A320 and A330. In addition to Airbus, the facility also supplies products and services to leading aerospace customers including Bombardier, GKN and Spirit AeroSystems. The company is a division of Canadian aerospace giant, the Magellan Corporation, which designs, engineers and manufactures aero-engines and aero-structure assemblies and components for aerospace, defence and space agencies worldwide. Magellan has owned the Greyabbey facility since 2012 when it acquired John Huddleston Engineering (JHE), one of the leading UK precision engineering companies supplying the global aerospace and defence sectors. With the takeover, Magellan has strengthened and enhanced its core manufacturing capabilities with additional state of the art high speed 5-axis machining equipment at the Greyabbey facility. This uniquely advanced and specialised machinery is used in the production of Final assembly of the Airbus 320.

machined wing ribs for Airbus’ single aisle A320 plane and includes a series of Makino MAG 3 machines. Each costs over £1 million and are specifically designed to bring highproductivity machining involving complex aluminum to aerospace parts manufacturers. “We have a very healthy order book – it’s not a case of us having to go out and win the work – the work is coming to us. The orders from Airbus for wing components for its family of aircraft show no signs of slowing,” says Neil Taggart, Operations Manager at Magellan, Greyabbey. The company last year announced plans to create 47 jobs in a £6 million investment including an extension to its existing factory. “We are still recruiting for those roles. They are skilled jobs predominantly for machinists. We will also require engineering staff and quality engineers,” says Mr Taggart. “The Greyabbey business is definitely on a growth path which is very positive. The capability that JHE brought to Magellan is extremely strong and we have got a great foundation here to expand and grow our core competencies in the manufacture of ribs and spars which are obviously key components of aircraft wings. “Some of our largest spars are 4m long while the majority of the wing ribs are 2.5m in length – both are aluminum structures.” In addition to Greyabbey, Magellan has four other sites in the UK – Wrexham,

Blackpool, London and Bournemouth. The company also has divisions in Canada, the US, Europe and India. “As a tier one supplier into Airbus, we have a great relationship with the company,” says Mr Taggart. “We are strategically located within the supply chain to feed into the assembly of the wings at Airbus’ state of the art facility in Broughton in Wales before final assembly of aircraft in Toulouse, France.” There are plans to grow the workforce in Greyabbey further in the next 3-5 years to 180 such is demand for new Airbus aircraft. Earlier this year, trans European Airbus revealed it took 1,456 net orders for new jets in 2014. This put it ahead of American rival Boeing which sold 1,432 planes last year. Reporting its annual performance, Airbus said 2014 was its second best sales performance ever, down on the 1,503 ordered in 2013. The company also announced plans to boost production of its workhorse A320 aircraft to 50 a month from the current level of 42 by the first quarter of 2017 to meet surging demand for more fuel efficient airliners. The company has said it’s working on studies to move beyond even 60 a month. In March 52 jetliners were provided to customers and operators during the month. This included deliveries of 42 A320s, seven A330s, two A380s and one A350-900. The increase comes at a time when rival Boeing has already announced plans to eventually raise production on its single-aisle 737 line to 52 a month in 2018, up from a current level of 42. The increase by both Airbus and Boeing signals confidence in continued demand for new aircraft. It also means more work for suppliers like Magellan. “Interest is mainly from the Far East. Customers there are looking at the Airbus single aisle products, in particular, aircraft like the A320,” says Mr Taggart. “Ramping up production rates means significant growth from where we are today – and that can only be good. “These are very exciting times for the aerospace sector.”

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On the up

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CRJ1000 NextGen regional jet.

Revolutionising aircraft production Bombardier in Northern Ireland is a tour de force in the manufacture of major parts for the company’s range of aircraft. Adrienne McGill talks to Damian Jackson, Director of Product Development with Bombardier Belfast about the facility’s CENTRAL role in the highly successful CRJ family of aircraft and the game changer new CSeries.

ombardier is a major name in world aerospace as the third largest civil aircraft manufacturer. The Canadian owned company, which acquired Short Brothers planemakers in Belfast in 1989, designs, develops manufactures and supports a range of commercial, business and amphibious aircraft. Bombardier is the largest investor in Northern Ireland and the largest manufacturing company, with a total workforce of around 5,700. Over the last 25 years, the Belfast base has been transformed through an investment programme by its Canadian parent of over £2.5 billion in plant, machinery, facilities, product development and training.

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Bombardier Belfast is one of the largest aerospace companies in the UK, and is a centre of excellence for the design and manufacture of aircraft fuselages, engine nacelle systems, wings and flight control surfaces, as well as for processes, such as advanced composites and computer-aided design across all of the company’s aircraft programmes. This includes the design and manufacture of the centre fuselage, nacelles and other components for the 70-seat CRJ700 NextGen regional jet; the 88-seat CRJ900 NextGen regional jet and the 100-seat CRJ1000 NextGen regional jet. For Bombardier’s new CSeries commercial aircraft, Belfast is responsible for the design

and manufacture of the composite wings. Regarding business jets, it is also behind the manufacture of the complete fuselage of the Learjet 70 and the Learjet 75; the centre fuselage of the Challenger 300 and the Challenger 350; the centre fuselage and nacelles of the Challenger 605 and Challenger 650; the forward fuselage, engine nacelles, tailcone and composite horizontal stabilizer for the Global 5000 and Global 6000; and the tailcone and composite horizontal stabilizer of the new Global 7000 and Global 8000. . The company also manufactures wing mounted flight components for the Q400 NextGen turboprop, and fuselage panels, wing components and engine nacelles for the Challenger 850 corporate jet.

Damian Jackson Director of Product Development, Bombardier

China Express Airlines. Last December Bombardier won a significant order for its regional jet aircraft from an undisclosed customer for 24 CRJ900 NextGen. Based on list prices, the order is worth about $1.14-billion (US). Bombardier says its line of CRJ regional jets, which are designed primarily for medium-haul routes and are in service with more than 60 airlines, has revolutionised aviation. “As far as the regional aircraft is concerned – Belfast has been a pioneer,” says Mr Jackson. “Even before Bombardier bought Short Brothers, we were manufacturing SD 330s and SD 360s to help airlines develop regional routes. “When Bombardier took over Shorts we became involved in its CRJ programmes starting with the CRJ 200 which is no longer in producton. That is where things really took off – people wanted to fly more and fly faster. “We have evolved the product. Our current CRJ NextGen planes are an enhanced version of the earlier generation. “We needed to get more efficiency out of

the CRJ and improved the performance of the engines by 5.5 per cent. We introduced larger windows, enlarged overhead bins and improved the lighting. It was an upgrade in terms of fuel efficiency and passenger appeal. “We have a very long established customer base for the CRJ NextGen. It is very reliable and its maintenance costs are lower than the competition. For fuel economy and cash operating cost, it is best in class. It is the most successful regional jet programme in history.” Mr Jackson says the CRJ NextGen series will continue to be improved. Even small upgrades are significant because they can generate big savings for operators. For example, the conic-shaped exhaust nozzles Bombardier installed on its CRJ900 NextGen aircraft can cut fuel consumption by 1 per cent. To an airline, that could mean up to $50,000 a year in savings per plane. Among the other potential CRJ modifications, Bombardier is taking advantage of computerised modelling to identify potential improvements to aerodynamics and reduce drag. Bombardier also thinks double-digit fuel burn can be achieved with an additional 4.5 per cent on top of the current 5.5 per cent saving by 2020. Bombardier believes the market for regional airplanes seating 60 to 99 passengers will remain attractive at an estimated 5,600 aircraft worth $185 billion over the next 20 years. Half of those will be turboprops and half-jets, meaning the company has an opportunity to win as many as 1,400 CRJ sales over that time if it wins half of all new orders. Meanwhile on the business aircraft front, growth is expected across the light, medium and large-cabin sectors over the next 20 years, propelled by “long-term market drivers” such as wealth creation, expanding globalisation of trade, replacement aircraft and the increasing adoption of business jet use in high-growth economies including China, Russia and India. Between 2014 and 2033 the Canadian company forecasts deliveries of 22,000 business jets worth $617 billion across the three segments in which it competes with its Learjet, Challenger and Global families. This tally consists of 9,200 deliveries worth $264 billion between 2014 and 2023, and 12,800 deliveries worth $353 billion from 2024 to 2033. “Our aircraft are indispensible for many airlines and private owners and we continue to lead the field in the aerospace industry,’ says Mr Jackson. “Belfast will continue to play a significant part in all Bombardier programmes.”

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“Belfast is unique compared to our other sites across the world in that it has been involved in all of Bombardier’s aircraft programmes – and there is a very good reason for that,” says Damian Jackson, Director of Product Development with Bombardier Belfast. “It broadens our capability, experience and knowledge by being involved in everything. It means we can develop our people and manage workforce levels more efficiently so we have the resources and skills to deal with fluctuations in production rates.” However, it is Bombardier’s CRJ regional series of jets with which Belfast has been involved longest starting in 1989 when development of the plane got underway. With over 1,800 CRJ aircraft delivered worldwide, the CRJ Series is recognised as the most successful regional aircraft programme in the world. One of the planes departs from an airport somewhere in the world every 10 seconds. CRJ customers include American Airlines, Delta Airlines, Mesa Airlines, Jazz Air, and

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Revolutionising aircraft production

The game changer CSeries W

hen the CS300 (CSeries) aircraft took to the skies on February 27 this year for its maiden flight, it was an immensely proud day for all at Bombardier Belfast. The aircraft performed flawlessly in the clear but cold skies over Montreal marking a key milestone for the Canadian aerospace giant. At the company’s Belfast base on Queen’s Island, which is responsible for the design, development and manufacture of the advanced composite wings for the aircraft, there was jubilation as the plane moved gracefully in the air. While it was the first flight for the CS300, the company has already had numerous test flights of a smaller version, the CS100. However, the programme, which was first announced in 2008, has met turbulence in the form of delays, and is now estimated to cost more than $5 billion (US), at least $1 billion (US) more than the $3.9 billion (US) the company first forecast when it proposed the plane roughly five years ago. But Bombardier believes the CSeries is a game changer which is set to revolutionise the aerospace industry. The company is racing to complete flight tests on the CSeries and meet its goal of certification of the CS100 model, with a capacity of up to 125 passengers, by year-end. The CS300, with up to 160 seats, is expected to enter service six months after the CS100. The aircraft is set to offer unmatched operating economics and a significantly reduced environmental footprint. Bombardier has made a £520 million investment in the CSeries aircraft wing programme in the largest ever single inward investment in Northern Ireland. This has included the construction of a massive 600,000 sq ft facility for the wings manufacture at the Queen’s Island site. The wings, which have an approximate area

CS300 (C Series) Aircraft

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of 1,200 sq ft and a span of 115.1 ft, are made using an innovative carbon-fibre composite technology developed by Bombardier engineers in Northern Ireland. This technology enables both material and aircraft weight savings, which contribute to reduced manufacturing cycle times and reduced fuel burn. The wing programme is developing the Bombardier Belfast operation’s capabilities and skills to a completely new level, generating around 800 jobs during peak production years, and thousands more in the wider supply chain. In addition to Bombardier Belfast’s involvement, around 200 suppliers across the UK are directly providing material, systems hardware, parts, equipment and services for the CSeries aircraft programme, with many more throughout the supply chain tiers. Damian Jackson, Director of Product Development with Bombardier, Belfast says the CSeries has every reason to be described as a game changer. “This aircraft is an ultra fuel efficient, composite wing/ advanced aluminum fuselage construction, featuring a new geared turbofan engine from United Technologies Corp.’s Pratt & Whitney unit. “It will cost 15 percent less to operate than its competitors, cut fuel consumption by about 20 percent and produce less noise than competing jets such as Boeing and Airbus. The planes will also boast an advanced cabin and passenger experience. It is the first “clean sheet design” regional / short-tomedium haul category in a decade. “We have looked at what are the right technologies to give us the greatest benefits. We went for the composite wing in order to get the weight benefit and the turbo fan engine because of its power and the fact that it burns 20 per cent less fuel. It is lighter with less emissions and a noise footprint which is about a quarter of the comparable thrust engines on the market. It is the most environmentally efficient engine

currently available.” “The CSeries is not just another aircraft – we had to decide what was going to make it different and what was going to be an advantage for the customer. We have done that.” The payoff for Bombardier could be significant if the plane proves a serious competitor to the Boeing 737 and the Airbus A319/A320. “We are finding in all of the tests we are doing, we are meeting specification. We have completed all of the structural testing on our full scale static test equipment, and we have completed all of the fatigue testing that we need for entry into service,” says Mr Jackson. “We have validated all of the systems on our test rigs. We are going through a process now of validating that in the air. “The CSeries is brand new with new technology. We know we are going to meet our burn rate in terms of fuel efficiency. It is designed for reliability the day it goes into service. At the end of the day, all our customers will likely have something more than they had hoped for.” The development of composite technology in Belfast has played a major role in the facility becoming involved in the CSeries programme. Composites are lightweight and durable, thereby contributing to reduced fuel burn, less maintenance and associated environmental benefits. Bombardier Belfast has become a centre of excellence for composite technology within the Canadian Corporation. It is a partner in the Northern Ireland Advanced Composites and Engineering centre (NIACE), which is an industry-led, university-hosted technology hub for the research and development of advanced engineering and advanced materials technologies. “Belfast has always led in the area of composites and we knew we could further develop the technology in which we have world expertise,” says Mr Jackson. “Composites do not corrode, they have good fatigue properties and can be made into complex shapes unlike metal. “The facility we have in Belfast is unique – we have raw material fibres and resin that come in at one end of the factory and by the time they come out of the other end we have a fully completed wing. No other site does that.” So far Bombardier has orders and commitments for 603 CSeries aircraft, which include firm orders for 243. Customers include Republic Airways, Lufthansa, Gulf Air, SaudiGulf, airBaltic, Korean Air, Macquarie AirFinance, Ilyushin Finance, and Lease Corporation International Group. “Our workforce have been superb in delivering what has been required of them. We are all very proud of what has been achieved in Belfast and look forward very much to seeing the CSeries here in the not too distant future. Then we can all see what a game changer it really is,” says Mr Jackson.

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Supplying to Meet demand An increasing number of engineering companies have diversified to meet the needs of the aerospace industry. Adrienne McGill hears from the Managing Director of one of them, Mark Hutchinson who heads Hutchinson AeroTech.

ne of the largest manufacturing sub sectors in Northern Ireland is engineering, a field particularly associated with aerospace. At least 60 local companies, who continue to outperform their international competitors, are engaged at the leading edge of design, development and manufacture and supply the aerospace industry with products and services. Some of these firms have not only survived the recession but also managed to compete globally due to a concerted effort to invest in technology, skills and innovative R&D to feed into the burgeoning worldwide aerospace industry. One such firm, SJC Hutchinson Engineering has its sights firmly set on the global aerospace market. The second generation, family-owned firm started out servicing the fabrication needs of the local agricultural community in Kilrea, but when the downturn began to bite in the rural community, it chose to diversify. “We bought our first laser machine in 1998 and we haven’t looked back,” says Managing Director Mark Hutchinson. “Anyone operating in engineering and manufacturing knows all too well how challenging it can be. “With rising input costs as well as increased competition it hasn’t been an easy ride, but we quickly realised that if we wanted the business to grow we needed to invest in the best technology and skills to make us able to compete – not just in Northern Ireland, but across the UK and hopefully the world.” The firm now offers laser cutting and fabrication services to operators in the construction, energy, medical and transport sectors working with elite companies like WrightBus, renowned for the new London Routemaster and with Leckey Design who designs posturally supportive products exported across the world. The company faced difficulties when the 2008 recession hit. Mark Hutchinson explains: “In 2008 we were faced with increased competition, challenges from the Far East and various markets were becoming stagnant. We knew we couldn’t

become complacent. Mark Hutchinson. Over the next few years we consolidated before choosing to diversify into new markets and with a thriving aerospace industry in Northern Ireland it was an obvious sector to engage with.” As a consequence, the ambitious group formed Hutchinson AeroTech 18 months ago. The company specialises in the machining and supply of stainless steel, titanium and aluminum fabrications to the aerospace sector. “With some 40 years’ experience working with clients who demand precision and accuracy, we knew we could meet the stringent needs of the aerospace sector. We knew that to build on our past experience and diversify into the aerospace industry was a natural step,” says Mark. As a result, Hutchinson AeroTech created over 30 new jobs and built a new 15,000 sq ft bespoke facility in Antrim last year in a £3.6 million investment which included state of the art machinery, technology and R&D. Mark Hutchinson clearly believes this significant investment is paying off. “We invested £3.6 million in the latest cutting edge technologies and R&D to ensure that we can service the needs of this highly specialised sector. Our investment in researching the effects of laser cutting on aerospace materials with the universities are differentiating us from our competitors and allow us to offer customers higher quality components for precision applications.” “The new facility will process titanium for the aerospace industry using laser technology which has not been done before. We will also supply sheet metal components.” The company’s focus for now is on supplying Bombardier with aircraft components and becoming a key supplier of sophisticated high

value parts for the international aerospace industry. “In 2014, we also joined Bombardier’s SC21 supply chain programme. SC21 is a programme designed to accelerate the competitiveness of the aerospace and defence industries by raising the performance of its supply chains. It has helped us to develop skills and capacity, which will ensure a culture of continuous improvement within our organisation.” Given the current phenomenal growth of the UK aerospace industry, with the value of commercial aircraft deliveries hitting a record of almost £5 billion in the first quarter of this year, up from £4 billion a year ago, the company’s decision to diversify was well timed. The scale of growth means that the work in hand for companies supplying the aerospace sector is now enough to keep them busy for nine years. “Our company motto is ‘Engineering excellence through innovation’ and that is what we aim to achieve with the establishment of Hutchinson AeroTech,” says Mark. “There is no doubt in my mind that the last few years have been extremely interesting but I’m looking forward to growing the company, setting the bar even higher and becoming more resilient and adaptable.”

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Manufacturing research takes flight Designing aircraft for the future and developing new manufacturing processes by combining academic research with commercial expertise is critical to the future of the plane production as Dr Adrian Murphy, Director of Research at Queen’s University, School of Mechanical and Aerospace Engineering, explains.

he aerospace industry has witnessed significant innovation in the past decade, with the widespread adoption of composite materials, increasing automation in both product design and production, and growing supply chain complexity and globalisation. The last five years have seen the first flight of many significant aircraft programmes which have been designed to meet challenging economic and environmental targets, creating more sustainable products to match the growing global demand for air travel. The aerospace research team at Queen’s University has been helping to drive this evolution – imagining and creating future design, analysis and manufacturing technologies. Across a breadth of applications and engineering disciplines, two central objectives can be identified: how can we continue to make our engineers and organisations more productive and how can we make our products and processes more sustainable? Whether creating new tools to understand 48 NI Chamber

and design aircraft assembly procedures, or new approaches which can optimise and manage complex supply chains, productivity and sustainability are two key performance metrics which will continue to drive our innovation. With over 60 years of aerospace research, Queen’s has a global network of leading aerospace partners. Top academic and research institutions, leading technology providers and of course the lead aerospace companies (Airbus, Bombardier, BAE Systems, Rolls-Royce) are all current research partners. A key area of research strength is aerospace manufacturing, where Queen’s has led and participated in many major national and international research projects. The School of Mechanical and Aerospace Engineering together with the Northern Ireland Technology Centre (NITC) has created an internationally recognised hub in manufacturing automation and simulation. A key element in our success is having combined academic and commercial expertise, which enables us to take

breakthrough research and technological concepts through the development and demonstration stages towards final commercialisation. Queen’s has a worldwide reputation in Digital Manufacturing technology – tools which enable engineers to create manufacturing solutions through simulating virtual production environments. We have established and demonstrated at an industrial level the potential to virtually optimise and verify aerospace production processes. This technology is a direct enabler for ‘right-first-time’ production. The development and demonstration of such technology has now made factory layout optimisation a core component within any aerospace development programme. Research has also examined the impact of work instructions on operator learning and performance, enabling our research partners to adapt their operator instructions to reduce manufacturing times and product learning curves. In addition, we have created novel software for production planning which

allocate dimensional tolerances to the key characteristics of product assemblies. The process allocates tolerances extremely quickly. Related research allows the direct calculation of how an individual design parameter needs to be updated to eliminate clash or interference. Recent results demonstrate that it is also possible to automate these processes

the influence of manufacturing processes and tolerances on aerodynamic drag. For example mechanical fasteners can locally alter the contour of an aircraft’s surface and this can introduce undesirable air flow characteristics even at very small scales. Combined wind tunnel experimental work and advanced computational models have enabled us to identify the sensitivity of drag to the positioning of fasteners and the shape of the individual surface depressions. For industrial “We have created novel partners such understanding has software for production informed the characteristics of planning which has been future manufacturing solutions adopted by two major which are needed to achieve the aerodynamic performance of next aerospace companies, generation aircraft. directly resulting in five Current projects are now and six figure savings building on these developed in individual project technologies, examining drilling development costs.” and assembly methods for complex composite components, automating wide-ranging shop so that clashes or interferences can be floor processes (e.g. non-conformance automatically detected and eliminated in management) and generating a new a real design cycle as a complex design is generation of manufacturing simulation evolved. Such technology is a stepping tools which can optimise processes, stone in the quest to create more factories and supply chains considering a intelligent design systems. wide range of engineering, environmental Finally, it is worth considering the and economic metrics. In collaboration influence of manufacturing on the with our research partners such fundamental performance of an aircraft – its developments will enable us to continue ability to fly. Funded through a number of our contribution to the next ten years of major grants we have sought to understand aerospace innovation.

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has been adopted by two major aerospace companies, directly resulting in five and six figure savings in individual project development costs. With manufacturing automation, we have developed significant experience with robotics and in particular Parallel Kinematic Machines (PKMs) for both part production and complex assembly processes. Supported through major research grants, our research engineers have developed flexible machines and operational procedures to undertake some of the most challenging processes associated with aircraft assembly. Our research has demonstrated through reallife industrial examples that PKMs are suitable for high precision manufacturing tasks. Significantly, accompanying economic analysis has determined potential cost savings of the order of 30 per cent when compared to traditional manufacturing approaches. The advanced automation technology having been validated through real-life industrial examples is now envisaged to be applied to aero-structure assembly in the near future. Beyond direct manufacturing developments another major research expertise is the automation of engineering processes. Funded through major national and European research programmes, we have created methods which automatically

John Mellon.

AT THE CONTROLS IN AEROSPACE

Sophisticated electronics are used in many parts of an aircraft and particularly in business class seats. Adrienne McGill talks to John Mellon, Managing Director of Nitronica which manufactures components for premium seats.

ith business class cabins in “If you look at the divider at a 90 degree Northern Ireland has a great heritage aircraft becoming ever more angle you can’t see through it – so when in the industry. We recognised a great luxurious, the high tech you are sitting in a seat and you look opportunity there – we know that our skills equipment installed in business class seats across at the passenger next to you and set is very much needed in the aerospace has become increasingly sophisticated. the divider is up, you won’t be able to see sector and we thought it would be good Ballynahinch-based electronics through it. But if you stand up as the cabin for the business to diversify rather than to firm Nitronica is behind some of the crew would be, they can look down and concentrate on telecoms. complicated technology used in the first see through the divider at a 45 degree “We are keen to expand our aerospace class cabins of a number of the world’s angle. It is very clever,” says John. capabilities even further particularly in the best known airlines. Its electronics are The company, which employs 120 design of components,” says John. installed in the luxurious flatbed seats people, has comprehensive manufacturing Nitronica has a customer base covering manufactured by B/E Aerospace in Kilkeel capabilities, from cable assemblies, a broad spectrum of markets including for airlines worldwide. aerospace, renewable energy, “We do a broad range of oil and gas, telecoms, security products from mechanical and instrumentation. assemblies to cable assemblies “We are a contract “We know that our skills and for a leading global airline manufacturer so we are not set is very much needed in we provide the privacy divider building the same things all the the aerospace sector and for its business class seats,” time. Flexibility is the biggest we thought it would be good says John Mellon, Nitronica thing that we sell – we have to for the business to diversify Managing Director. respond quickly to customer rather than to concentrate “We make the circuit boards demand and changes in on telecoms.” and buy in the screens for the demand,” says John. dividers which operate using The number of staff has electronic components and doubled to 120 since the assemble them. The screens MBO and turnover is also up, then go to B/E Aerospace where they are printed circuit board assembly and rising from £4 million in 2002 to £7 million integrated into the whole seat. Passengers electromechanical assembly and was in 2014. can have privacy instantly at the touch of a established more than 60 years ago by “We have the experience to refine button when the screen goes up between telecoms company Plessey. Following a products, improve designs and reduce seats.” series of takeovers by a number of major costs for customers,” says John. There are 4 sheets of plastic in each names including Marconi and Viasystems, “Nitronica has nearly 60 years’ divider – the bottom two are totally the company was the subject of a experience of electronics sub-contract opaque while the top two have Lumisty Management Buy Out (MBO) in 2002 manufacturing, from the highly complex inside them. Lumisty is a uniquely involving senior members of the team John to the very simple, and from low to high innovative window film which has the Mellon, John Hutchinson, Seamus Mooney volumes. We are adaptable and flexible power to control what is visible or hidden and Neil Harvey. and agile – and that is what our customers from sight. The film’s appearance changes Aerospace accounts for up to 20 per want. We look forward very much to by becoming transparent or translucent cent of Nitronica’s business but there are growing our presence in a range of sectors (and vice versa) according to the viewing plans to grow in this area. but particularly aerospace – demand is angle. “Aerospace is a growing sector and certainly there.” NI Chamber 51

AT THE CONTROLS IN AEROSPACE

Sky high electronic engineering

Upskill your workforce with The Open University The Open University’s Nation Director John D’Arcy explains how the OU can help employers meet the skills needs of their business. The Open University is Northern Ireland’s premier provider of parttime undergraduate higher education. By using The Open University to upskill your workforce, you can tailor qualifications to meet your business needs and allow your employees to have access to unrivalled flexibility in terms of planning their studies to fit alongside their work commitments. Unlike traditional higher education institutions, our qualifications are primarily driven through the use of online technology. Students don’t need to travel to a physical location every week; all they need is a computer or tablet device and internet access. They can more easily fit their studies amongst their work and family commitments and study at a time that suits them and their employers. Open University students get a truly unique experience. As our reach is global, students could be in online tutorial groups with people in places such as Manchester, Cork, Dubai or New York; their learning is enriched through the shared experience of students living all over the world. As we work on a modular basis, employers can piece together qualifications that suit their business needs and fit skills gaps amongst their workforce. We can piece together qualifications, for example, in computing with a language, engineering with design or natural sciences with management. We can award bespoke qualifications from Certificates of Higher Education right through to Masters level (NQF level s 4 – 7). If a number of your employees are already educated to HNC, HND or Foundation Degree level, they can transfer those credits in order to top-up their qualification to degree level. The Open University has a critical role to play in supporting local employers and to help meet the skills needs of the Northern Ireland economy. Contact us at our Belfast Headquarters to see how we can help meet your organisation’s skills requirements.

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[Feature]

A blossoming business One of Northern Ireland’s longest established gardening machinery firms is preparing to dig into global markets. Adrienne McGill hears about Cyril Johnston’s growth plans from the firm’s Managing Director elect, David Beck.

avid Beck is the first to admit he doesn’t know a lot about gardening despite the fact that he is about to take up the role as Managing Director of Carryduff-based Cyril Johnston, one of Northern Ireland’s leading suppliers of domestic and professional garden machinery. But his passion for the business is evident as he talks about the firm which is set to grow globally as it continues to increase its Gardencare brand following a major restructure. The firm is now focused on selling gardening equipment and machinery and has moved out of selling boats, quads, Schaeffer loaders and agricultural machinery. David joined the firm last July as General Manager and will take over the reins next month from the current Managing Director Dolway Johnston, head of the company for more than 35 years and who will move to the position of Chairman of the family owned business which was established more than 60 years ago by his father Cyril. With a lengthy career in the telecoms sector and having worked for major names such as Orange, BT, Vodafone and UTV, David’s move to head Cyril Johnston may seem surprising. “An opportunity arose and Dolway wanted to bring someone in who knew nothing about the gardening industry but who understood business and could see the potential of the firm,” says David. “He wanted a person who had proved their worth in sales in a very competitive market such as telecoms.” “Telecoms is a very customer focused market – and my background in that is essential to my role now because huge emphasis is placed on customer satisfaction and customer experience. “Cyril Johnston had over the years made its name in agricultural equipment selling everything from tractors to combine harvesters and everything else in between. When that division of the business was sold, the firm then moved into leisure – selling boats and motor homes. However, garden machinery had always been a core part of the business and when the company decided to move out of leisure, the decision was made to concentrate on garden machinery. “Representatives from the company travelled to Asia with a view to developing Cyril Johnston’s own range of garden machinery called Gardencare which comprises 40 products including lawnmowers, hedge trimmers and chain saws. These are manufactured and assembled mostly in China and also in Japan but are distributed in the UK and Ireland. The products cover everything that you would use in the garden which are typically petrol powered.”

54 NI Chamber

David Beck.

The company has a network of 350 specialist retailers who are dotted across the UK and Ireland who sell machines to the public. With more than 2 million lawnmowers sold in the UK annually, the business has grown substantially in recent years and David sees further scope for development in the future.

“In 2014 our turnover was £8.5 million but our plan over time is to create a £50 million international business. The way to do that is through sales of garden machinery and developing the Gardencare brand in particular.”

“We have invested £750,000 in the business this year. In 2014 our turnover was £8.5 million but our plan over time is to create a £50 million international business beginning with growth in France and Germany and then moving into other European markets. The way to do that is through sales of garden machinery and developing the Gardencare brand in particular. We also plan to double the workforce and increase the number of employees to 100.” In addition to its own Gardencare brand, the company also sells other leading brands of products including Mountfield, Hayter, and Alko. The company also recently launched an innovative technology product which Dolway

Johnston first saw during a visit to the largest import and export fair in China called the Canton Fair which takes place bi-annually in Guangdong. The Jumping Jack product, which underwent a development process in the UK and China, comprises a range of compact, powerful emergency jump-starters and portable USB power packs. It can be used to start car engines, charge laptops, MP3/MP4 players, portable games consoles, tablets, smartphones, cameras and many more devices and comes with jump-start cables and adaptors for the most popular mobile devices. “We refined the product and launched the Jumping Jack brand,” says David. “In first month we sold £10,000 worth of them – our 350 dealers are crying out for them. There is scope to go further with this product. “When I came into the business, it was clear that it should stay narrow and go deep and concentrate only on garden machinery. We are focused on garden machinery across wholesale, distribution and retail and we see a big opportunity to take our Gardencare range globally. We are going to introduce some of the new products like Jumping Jack with a view to creating a new products division. “I am very excited about what lies ahead. There is a global opportunity and the business is well placed to take full advantage of that over the next number of years. The product range is strong and getting stronger. The expertise within the business is second to none, and there is a willingness to invest in more people and more products.”

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work internationally and understand the implementation issues rather than simply the theory, state-of-the-art programme materials and highly accessible on-line support. The modules are delivered in an engaging, enjoyable style. Aimed at busy people there are no tedious assignments or dissertations. There are however two exams, for which our delegates are well-prepared, consistently excelling in terms of both pass-rate and number of Distinctions. The opportunities for networking and peer learning, during the programme and in our local Alumni group, feature highly in delegate feedback. The next Northern Ireland programme starts on 15/16 Sept 2015 and finishes in June 2016. If the local dates for a particular session do not suit we have alternatives in Dublin. Some financial support towards fees may be available. For details and endorsements call Peter Martin on 028 9064 1131 or email directordevireland@gmail.com PS: it’s fun too!

[Columnist] Maureen O’Reilly, NI-based independent economist

One of the Crowd – The rise of Alternative Finance The UK alternative finance market is expected to double in size this year. Maureen O’Reilly looks at the growing range of lending platforms.

here is a school of thought in economics called ‘creative destruction’ which works on the premise that new products and processes are constantly being developed which bring about the demise of old and obsolete ones. Some firms can go out of business as a result but in their place are new creative ones with an entirely different offering. The theory, developed by an economist called Schumpeter, states that creative destruction is a necessary mechanism for progress, economic growth and wealth creation. There are so many examples of creative destruction over the decades but perhaps the most recent has been the huge implications of technological advances for a whole host of sectors including retail, media and banking. Take the banking sector. In recent years there has been what has been described as ‘a growing movement afoot to revolutionise banking, investing and using technology to simplify the links between those who want to invest money and those who need it’ (Nesta 2014). What Nesta is referring to here is the growing role of the alternative finance industry in both business and personal lending markets. Nesta estimate that the UK alternative finance market reached a value of £1.74 billion in 2014, more than doubling in size year on year since 2012. In fact, the UK is perceived as a global leader in alternative finance and is estimated to account for almost threequarters of the European market at the present time (University of Cambridge/EY 2015). So what is the alternative finance market? This is an umbrella term covering a wide range of lending platforms largely operated through websites and online platforms. Most are relatively new to the market, founded during the last 5 years. They can cover lending to businesses, consumers along with others including community organisations and charity groups. The advantages over traditional finance sources are thought to include a faster and easier approval process, more flexible (and in some instances cheaper) payment terms and greater openness to new business concepts. Research also suggests that a significant number of businesses taking up alternative finance would not have received

56 NI Chamber

funding through traditional lending sources. According to Nesta, the largest business platforms in the UK are peer-to-peer lending (P2P), invoice trading and equity crowdfunding. P2P lending and equity crowdfunding both share the same principle of raising finance from a large number of people who pool their money together. They are in fact very different. With P2P lending a group of investors lend to a business (or person) and make a return based on the level of interest the borrower has to pay. It is therefore debtbased lending. Crowdfunding (equity based) is more typically linked to start-up businesses and offers investors shares or a stake in the business in exchange for some cash to get the business off the ground. Invoice trading is perhaps a better established model where firms sell their invoices at a discount to investors so that they can receive the funds immediately rather than wait, more of a cashflow/working capital solution. P2P lending has the largest share of the UK alternative finance market, both in terms of business and personal lending. Research suggests that the average loan size for P2P business lending is around £73,000 made up of around 800 lenders (so just under £100 per lender). The average interest paid is 6

the South East account for the highest share of alternative finance lenders and borrowers across the UK. The research would suggest that Northern Ireland accounts for the lowest share – in lending terms around 1 per cent of the UK total. The expectation is that the UK alternative finance market will double again in size in 2015. Reasons behind this very upbeat forecast include the relatively low but growing awareness of the market along with positive feedback from borrowers and lenders on the future demand for and supply of alternative finance products. If this were the case then the UK alternative finance market could be valued at almost £3.5 billion in this year alone. On the basis that Northern Ireland had a 1 per cent share of UK lending this would mean that the value of lending through these platforms could reach around £35 million this year. Around half of this might be lending to start-ups and SMEs. Just to put this in context annual bank lending to SMEs was valued at £1.5 billion during 2014 (British Bankers Association). So it would not seem that the ‘destructive’ part of the theory will fully apply in the context of businesses lending – the banks are not going anywhere soon. However, what has happened over the last few years does raise

“Research also suggests that a significant number of businesses taking up alternative finance would not have received funding through traditional lending sources.”

per cent to 8 per cent and loans can be both secured and unsecured. The Manufacturing sector is the largest P2P borrower followed by Professional and Business Services and Retail. The average amount raised in equity-based crowdfunding is much larger (£200,000) and typically involves a smaller number of investors (125) so the average stake in the business tends to be larger (£1,600). It is perhaps not surprising that London and

issues around how the banks adapt to deal with greater competition in finance markets particularly for certain sectors, eg. the start-up market and in how technology is used to do business. It would certainly seem that the ‘creative’ element of Schumpeter’s theory is happening bringing with it new lending products and what would appear to be faster and more simplified lending processes for both businesses and consumers.

[feature]

Sluggish growth Northern Ireland’s economic recovery continues but the pace slackens according to NI Chamber’s quarterly survey.

ecovery in the economy continues however the path to sustainable, long-term growth is “uneven and challenging” according to the latest Quarterly Economic Survey from Northern Ireland Chamber of Commerce and Industry (NI Chamber) and business advisors BDO. The survey, Northern Ireland’s largest private business survey, reveals that businesses have reported more positive balances in most areas for the first quarter of 2015 when compared to Q4 2014 – with quarter-on-quarter trends supporting NI Chamber’s view that the economy is recovering. More businesses have also reported an increase in domestic orders, recruitment intentions have improved and the manufacturing sector has performed particularly well over the past 3 months. There are, however, concerns around the export sales and orders balances for the manufacturing sector and this is reflected in the wider UK survey where exchange rates have been identified as the biggest issue facing businesses nationally. When compared to other UK regions, the Northern Ireland services sector is also causing concern with the domestic sales balance deteriorating and becoming the weakest of all UK regions. Specific findings relating to Quarter 1 of 2015 include: Manufacturing There is a sense of positivity amongst manufacturers this quarter, with the majority of balances improving. Although almost all of Northern Ireland’s balances remain below the UK average, domestic sales have improved considerably (from +7% to +22%) and there are much stronger recruitment intentions around full-time employees. The cashflow balance has moved from negative to positive territory with more firms seeing their cashflow position improving (from -14% to +11%). Fewer manufacturers in Northern Ireland are feeling pressure to raise prices. Of concern this quarter for the manufacturing sector is the deterioration of the export balances and stagnation in the eurozone and its impact on the exchange rate. Services All service balances are positive with more businesses reporting an increase than decrease in key indicators. The domestic sales balance has however deteriorated for the services sector this quarter (+18% to +4%) – making Northern Ireland’s domestic sales the weakest across all of the UK regions. The number of businesses

58 NI Chamber

Ann McGregor, (NI Chamber) and Peter Burnside, (BDO).

employing more staff over the last 3 months weakened this quarter but looks positive for the next 3 months. The share of businesses trying to recruit has improved and is higher than the UK average. The cash flow position for the sector remains very challenging (NI +3% vs. UK +12%). There is some optimism though as order books look stronger for the next 3 months. Business concerns Competition remains the main business concern for local businesses. There has been a large rise in the amount of businesses who are concerned about exchange rates (39% in Q1 2015 vs. 25% in Q4 2014). Concern over interest rates continue to diminish and the Bank of England’s recent decision to hold the interest rate at its 6-year low of 0.5 % should continue to give businesses a degree of comfort. The survey also revealed that costs are still rising for many businesses despite zero inflation. Only 10% of businesses say their business costs are falling and 1 in 2 manufacturers say that business costs continue to rise. The current low inflation/ interest rate environment is providing some degree of confidence about investing in the business but there is still a large minority (40%) of businesses for which it does not. Business growth Respondents were given the opportunity to provide suggestions for government interventions to support business growth.

A variety of responses were provided, the most common of which related to taxes, particularly a reduction in the rate of Corporation Tax cited as the most important government intervention for 28% of businesses. This was followed by the need to reduce red tape/bureaucracy (9%), improve infrastructure/connectivity (7%) and invest/support for businesses in education/ training/skills (7%). EU membership The majority of businesses in Northern Ireland (67%) are clearly against withdrawal from the EU. Respondents stated that they are most in favour of remaining in the EU but with specific powers transferred back to Westminster (53%). Two-thirds of businesses believe that a referendum should take place, although the majority of these think this should only happen after UK negotiations have run their course. Commenting on the survey, Ann McGregor, Chief Executive of NI Chamber, said: “Whilst the Northern Ireland economy shows signs of strengthening, the latest figures are a reminder that the path to sustainable, long-term growth is uneven and challenging. Unless support for exports and business investment is placed at the heart of any future government, consumption and government spending will continue to drive an economic recovery that is unbalanced and unsustainable. “Most of the key indicators reported

[feature] improvements this quarter and are all positive and indicate growth. The manufacturing domestic balances increased but the export balances reported a fall this quarter reflecting the on-going challenges for local manufacturers dealing with a strong pound and weak EU marketplace. The service sector domestic sales balance fell and the cashflow position of the sector is weak but domestic orders have risen so hopefully

sales will improve in Quarter 2. “The passing of legislation to devolve Corporation Tax to Northern Ireland will help future business growth. We now need all of Northern Ireland’s political parties to set a ‘rate and date’ for the implementation of the new Corporation Tax rate.” Commenting on Britain’s possible withdrawal from the EU, Ms. McGregor concluded: “The vast majority of businesses

ANALYSIS

Ireland as an economy, we need to focus again on the education and training of our young people, to ensure that we can support the economic growth predicted, by having a supply of available and well educated staff. One very welcome feature highlighted by the survey is that just under half of the respondents indicated that the current environment of low inflation coupled with low interest rates has instilled greater confidence in the business to invest. This shows the importance of a stable economic environment for business growth. After many years of instability in the banking sector, it is good to see that businesses now have the confidence to invest. Investment in productive capacity assists Northern Ireland businesses in maintaining their international competitiveness. In the aftermath of previous recessions the Government had introduced a

Peter Burnside, Managing Partner, BDO examines the findings of the survey.

his is a very encouraging survey, reflecting as it does a growing degree of confidence among businesses in Northern Ireland. It is important not to read too much into modest increases in business confidence over previous quarters, however the positive message from the survey is that we are seeing increases in business confidence across a broad selection of measures. One common feature is that, of those businesses seeking to recruit additional full-time staff, a significant number have experienced difficulties in sourcing the right calibre of candidate. This is an indication that for Northern

across the UK want to stay in the Single Market, but on the basis of a revised relationship with the EU that promotes trade and competitiveness. However, the implications for Northern Ireland from a trade perspective are huge particularly in terms of the Republic of Ireland, our largest export partner. As a region Northern Ireland has potentially a lot to lose.”

program of first-year allowances to encourage businesses to reinvest by providing a tax advantage. The current government has actually reduced tax relief for business investment during the last recession and this has had a knock-on effect. However, it is encouraging to see Northern Ireland businesses ignoring to some degree government assistance, and doing their own thing. In this survey respondents were asked for their perception of Britain’s continuing role within the EU compared with a ‘Brexit’. Respondents felt that, on balance, a referendum should only be held once the renegotiation of Britain’s contribution to the EU had run its full course. Whether this will come to pass or not largely depends on the outcome of the General Election and to some extent whether political parties are prepared to put the good of the nation before their own re-election prospects.

The election – a speed camera for austerity By Richard Ramsey, Chief Economist, NI, Ulster Bank. Budget 2015, more than any of the Osborne Budgets that went before it, had one eye on the election. Previous Budgets focused on protecting the older generation, and again we saw this in the latest Budget with the confirmation of more pension flexibility for those people with annuities. However the younger so-called ‘jilted generation’ also featured on two key fronts – first of all, with employers’ national insurance contributions waived for under 21s and an additional waiver for employers hiring apprentices next year; and secondly with the Help to Buy ISA, through which first time buyers will receive a bonus of up to £3,000 for saving for a deposit. While this is welcome and will undoubtedly be attractive to many first time buyers, in Northern

Ireland it is perhaps less economically significant than in the South East of England, as the issue with the local housing market is that there are too many potential home movers in negative equity or with not enough equity to move. As in previous Budgets, the Chancellor has continued his theme of raising the personal allowance. Given that Northern Ireland has lower average incomes than the rest of the UK, an increasing number of individuals locally will be taken out of income tax altogether. The media headlines around the Budget focused a lot on populist measures like the beer duty reduction and the Help to Buy ISA. However, attention quickly returned to the public finances. While these are improving,

as the Chancellor highlighted, the challenges of reducing our debt burden and cutting public expenditure remain. Indeed, there are an additional £12billion in welfare spending cuts included in the Budget, which will bring further financial and political challenges for Northern Ireland in particular. While the pace of austerity appears to have eased relative to the Autumn Statement back in December, people should be under no illusion – the UK faces a second Parliament of fiscal pain. Effectively, the 2015 General Election has acted as a speed camera for the pace of austerity, and after May the austerity accelerator will have a heavy right foot on it again. A second emergency Budget is expected in June. Public spending growth is not expected to return until 2019-20.

NI Chamber 59

[Feature]

Ann McGregor (NI Chamber); Catriona Toner (American Airlines); Robert Kennedy (Caterpillar NI); Enterprise Minister Arlene Foster and Brenda Morgan (British Airways).

60 NI Chamber

Minister on the Move generates event at Caterpillar

focus on diversification and innovation is helping Caterpillar NI bring important new opportunities to Northern Ireland, its Operations Director Robert Kennedy has told the Enterprise Minister Arlene Foster and an audience of business leaders at an event hosted in Caterpillar’s Larne facility. The event formed part of Minister on the Move – a business led initiative by NI Chamber in partnership with British Airways and American Airlines which gives businesses the opportunity to speak directly with Ministers from the NI Executive at a number of locations across the province. Founded in 1966, Caterpillar (NI) Limited is Europe’s largest diesel generating set manufacturer. The company houses 12 Caterpillar divisions across four sites in Northern Ireland and has global manufacturing facilities in Brazil, China, India and the USA. Caterpillar’s traditional product portfolio has been generator sets; however it has diversified in recent years and has implemented a number of innovative projects to do so. Mr Kennedy said the future of the engineering giant lay in its ability to innovate and be creative. “Our future, I believe, is in our ability to innovate and be creative, to be willing to diversify, to get outside of our comfort zone. While we must always strive to be the leaders in efficiency and to be best on cost, our strategy is centred squarely on our customer, on the value we provide, on innovation and diversification. Two years ago we were focused on volume. Now we are much more diversified, and more focused on higher value added to our customers. The assembly of axles for large Caterpillar trucks and loaders now employs more than 100 local people at our Larne facility. In terms of our Caterpillar Wheeled Material Handler operations, we recently shipped our first product, a 37 tonne unit, to Spain. A number of further machines are currently in production, destined for South America, and the development of much larger units, through to 60 tonne, is currently underway. Together, these programmes represent a $25m (£16.6

million) investment in Northern Ireland. “As a Patron of the NI Chamber of Commerce and Industry, Caterpillar NI is very pleased to host this event, and to welcome the Minister to our Larne facility. Minister Foster has worked closely with us over the years to support our investments in the skills and capabilities of our people, as well as our local facilities, as we continue to develop our Northern Ireland sites as a Centre of Excellence within the Caterpillar group. This has helped us to bring significant new opportunities to our local facilities, including the manufacture of wheeled

see ‘Minister on the Move’ as being an important and mutually beneficial initiative for both business and government. It will create a forum for the open exchange of views leading to a better understanding of the importance of public policy and the economic environment in which we operate. We all have the shared aim of growing the Northern Ireland economy and an initiative such as this one allows us to keep in regular contact along the way.” Brenda Morgan, British Airways Partnership Manager for Northern Ireland, said supporting the growth of the local

“two years ago we were focused on volume. now we are much more diversified, and more focused on higher value added to our customers.”

material handlers and the assembly of axles for articulated trucks. These have added to our core business, the manufacture of generator set products.” Also addressing the event, Enterprise Minister Arlene Foster praised the local management team and workforce at Caterpillar. She said: “The local workforce is now involved in diverse manufacturing activities as well as Caterpillar’s traditional generator business. This has only been possible as a result of the high standard of the facilities, processes and skills in Northern Ireland, as well as the creativity and commitment of the local management team.” The address from the Minister was followed by an open forum where guests shared their views with Mrs Foster, and asked questions on what the Northern Ireland Executive is doing to help grow the private sector. Commenting on the Minister on the Move initiative, Ann McGregor, Chief Executive of NI Chamber, said: “Chambers of Commerce are committed to helping businesses grow and we

economy was of “paramount importance” to the airline. “British Airways is delighted once again to sponsor the ‘Minister on the Move’ initiative. Supporting the growth of the local economy is of paramount importance. British Airways provides a vital airlink of up to six flights a day from Belfast City Airport to London Heathrow as well as seamless connections from Terminal 5 to our global network, essential for the flow of business and commerce both into and out of Belfast.” David Thomas, American Airlines Regional Director Sales, UK & Ireland, said the airline continued to be a strong partner to Northern Ireland businesses, providing year round connections across North America from Dublin via Philadelphia. “This partnership coincides with American also launching our seasonal services from Dublin to New York, Chicago and Charlotte, and also from Shannon to Philadelphia. We are delighted to provide Chief Executives, Managing Directors and business leaders in Northern Ireland with the opportunity to share best practices for trading in the United States.” See page 31 - Minister On The Move At Caterpillar.

NI Chamber 61

Leading the way in cold storage Interfrigo Ltd is the largest independent cold store operator in Northern Ireland and is one of only two cold stores in the UK and Ireland to be awarded USDA approval.

The company provides third party cold storage for a number of local and international food producers. Interfrigo Ltd specialises in chilling and freezing food for manufacturing and retail customers in the food sector, working in partnership with them to optimise inventories and ensure goods are available precisely when required.

Interfrigo Ltd provide their customers with one of the most flexible cold storage facilities in the UK and Ireland, allowing them to accommodate stock from the modest to the largest of producers. Their 136,000 sq ft state-of-the-art cold store has storage capacity for 20,000 pallets. Advanced IT systems drive the operations and they use e-business

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technologies to improve efficiency and service. Their temperature-controlled warehouses offer a range of storage options and are managed using a stateof-the-art WMS system which manages all stock control and movement in the store. This enables customers to remotely access highly accurate, real time inventory information.

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If you would like to arrange a consultation with Adrian to discuss a project, large or small – please contact him directly at adrianmargey@googlemail.com or Telephone: 028 2954 0944 / 07841593762.

[NEWS]

BT APPOINTS SMARTS COMMUNICATE AS PR AGENCY IN NORTHERN IRELAND Smarts Communicate has been appointed by BT as its public relations agency in Northern Ireland. Smarts Communicate is a specialist PR and marketing agency that operates in the UK and Ireland as well as internationally for a range of blue-chip brands. The agency will deliver proactive media relations, public relations and public affairs counsel to the BT Communications Team including developing and executing business-to-business and consumer campaigns to support BT’s business, wholesale and corporate communication requirements. In Northern Ireland BT is the leading communications provider to consumers and small and medium businesses (SMEs). It is also the leading networked IT services partner of government and major enterprises and is also responsible for providing regulated wholesale access to its network via its wholesale division. Leontia Fetherston, Joint Managing Director of Smarts Communicate, said: “We are delighted to be working with BT’s Communications team and we look forward to developing creative campaigns that will help support the growth of BT’s business.” Priscilla O’ Regan, Head of communications, BT (Northern Ireland and Republic of Ireland) said: “It is a very exciting time for the BT brand globally and locally, and to support the business we need an agency that embodies the right blend of astute business acumen and fresh creative thinking. The team at Smarts Communicate has a history of success in achieving results for clients and we look forward to working with them to further drive BT’s external communications strategy.”

Priscilla O’Regan, BT’s Head of communications for NI and ROI, pictured with Leontia Fetherston, Joint Managing Director of Smarts Communicate.

BT ENGAGES NEW STUDENTS BT is creating 78 new jobs in Northern Ireland over the next six months in a variety of areas including software development, IT, engineering, sales and service, security and digital technology. The majority of the jobs will be based in BT Flex, BT’s contact centre operation in Riverside Tower in Belfast and will comprise 50 full, part-time and apprenticeship positions in the areas of customer service and sales. The additional 28 positions will be a combination of apprenticeship and graduate roles, split between BT’s technology service and operations division and BT’s commercial networks team in Belfast. A number of the new apprentices will also begin degree ap-

prenticeships allowing them to obtain a full Honours degree qualification while working. Careers ranging from business analysis to software development and technology consultancy will be available at BT as part of the new Government and industry-backed scheme, which integrates degree level academic learning with practical on-the-job training. In addition BT is also offering industrial work experience for third level students with ten 48 week placements to begin in September 2015 at BT’s Global Development Centre in Belfast. Welcoming the announcement, DETI Minister, Arlene Foster said: “BT is an established investor and major employer in

DETI Minister, Arlene Foster joins Alex Crossan, Managing Director, Commercial Networks for BT Ireland (right) and BT apprentices James Tohall and Ray Alexander to welcome BT’s announcement that it is to create 78 new jobs in Northern Ireland.

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Northern Ireland. This latest expansion is a welcome boost for our Business Services sector which is a key driver of economic growth.” Colm O’Neill, chief executive, BT in Northern Ireland and the Republic of Ireland, said: “At BT, we firmly believe that Northern Ireland’s future economic success hinges on more young people following careers in science, engineering and IT. Our latest recruitment supports this belief and further emphasises our commitment to supporting the growth of the ICT sector by creating opportunities for people to get the skills, support and training they need to carve out successful careers in Northern Ireland.”

[Columnist] Mark Maguire, Fujitsu Chief Technology Officer in Northern Ireland

Keeping an eye on IT The development of innovative secure technology is key to keeping businesses and individuals safe in cyber space says Mark Maguire.

ujitsu believes that human centric ICT can help create a more intelligent society, a better place to enhance human lives and a better place to conduct our business. Human centric ICT is a style of technology that empowers people and harnesses information to create knowledge for use anywhere, any time. It enables innovation and creates value and is the fusion of advanced technologies encompassing cloud, mobility, Big Data, social, the Internet of Things and more. As we progress towards this Human Centric Intelligent Society and technology becomes an integral part of our personal and business lives, the advancement of cyber security becomes all the more pressing to ensure we are protected in a safer, more prosperous and sustainable society. For many of us, the growth of the internet has been the biggest social and technological change of our lives. It is a massive force for good in the world – it drives growth, reduces barriers to trade, and allows people across the world to communicate and co-operate. At the same time, our increasing dependence on cyberspace has brought new risks – key data and systems on which we now rely can be compromised or damaged in ways that are hard to detect or defend against. In a domain where technology and change are fast-moving, responding effectively will require a consistent and extensive effort. A Pierre Audoin Consultants survey carried out earlier this year reports, that in the UK 70 per cent of enterprises think the cyber threat landscape is getting worse, and 65 per cent see a rising focus of cyber security in the boardroom. On a personal level, all of us are feeling a heightened sense of protectiveness towards our online presence. Smartphones and tablets carry not only personally significant photos and videos, they also enable people to access electronic money and personal information. The importance of security for both personal and business affairs online has never been greater. In light of this, there is a pressing need for innovative, state-of-the-art and accessible authentication technologies for smartphones, tablets, and computers – to ensure appropriate and safe access. While smartphones all come with some form of security as a standard feature today, many users choose not to use these features because of the trouble of inputting a password or using one’s hands. One forwardlooking technology that Fujitsu has developed

is a new iris authentication system, which, in addition to being secure, offers ease of use. Fujitsu’s new iris recognition authentication is extremely difficult to forge and yet convenient to use. The screen can be unlocked simply by looking at it, resulting in a dramatic improvement in usability. In addition to unlocking smartphones, iris authentication could be used to log into web services without having to input an ID or password, enabling simple and secure access. Iris authentication technology discerns a person’s identity using the pattern of the person’s irises, which are unique for each individual, much like a fingerprint. The pattern is read by taking an image of the iris with an infrared camera to capture the iris pattern, and this is verified with the registered iris pattern. As well as being used on smartphones, this technology could be applied to a wide range of fields and industries such as security systems and is something Fujitsu are now keenly exploring. I’m sure that most of you reading this have encountered, or heard horror stories about, phones and personal information being accessed illegally but new technology like iris recognition is helping add a layer of protection for people’s information without over burdening it. In addition to iris recognition authentication, Fujitsu has developed authentication technology to prevent the misuse of payment cards. The PalmSecure ID Match scans the unique patterns of veins in a user’s hands to identify them and includes card and PIN verification to maximise security. The solution appears similar to a compact point-of-sale unit, comprising a sensor, touchscreen, processor board and multi-card reader. The technology aims to prevent the misuse of payment cards, whether the card and PIN were provided by the cardholder to another party intentionally, or following theft. The matching of the template on the card and user’s hand

are done in the device – meaning no personal biometric data is stored on a server or in the cloud. Hygiene concerns have been overcome by users only being required to hover their hand over the screen, rather than making direct contact. Solutions like this are incredibly useful for corporate users in areas such as workforce management, financial services, public sector agencies, healthcare and retail, and can be used for access control (physical or logical), time attendance, or replacement of passwords for critical applications. As we move towards a Human Centric Intelligent Society consumers, citizens and shoppers are becoming more open to new ways of engaging in an increasingly digital world – and will continue to do so as long as trust is maintained. For service providers, this means a greater responsibility to offer impeccable security to protect users’ personal identities. Advancement in authentication technology is the latest development to secure that trust and before long we can expect to see widespread deployment of this type of technology across our daily lives.

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[appointments]

Grafton Recruitment in Northern Ireland has made a number of senior appointments in its management team and specialist recruiters. They are: (L-R): Mark Wylie, Commercial Business Manager; Nicholas Hudson, Chief Financial Officer; Eileen Jordan, Head of Marketing; Pete Feldman, HR & Operations Director; Bronagh Hughes, Engineering Business Manager; Paul Kenna, Banking & Finance Business Manager and Tony Baker, Technology Business Manager.

new appointments

Cathy Noade has been appointed as Business Development Executive â&#x20AC;&#x201C; Food to Go by Henderson Foodservice.

Sara Rafferty has been appointed as Business Development Executive â&#x20AC;&#x201C; Food to Go by Henderson Foodservice.

Tina Murphy has been appointed as Business Development Executive by Henderson Foodservice.

Jeffrey Harrison has been appointed Regional Mortgage Manager for Bank of Ireland UK in Northern Ireland.

PARTNERSHIP.EXPERIENCE.IMPACT. 32 years connecting talent and opportunity

Banking & Finance | Technology | Engineering | HR | Sales & Marketing www.graftonrecruitment.com ambition strip ad May 2015.indd 5

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20/04/2015 15:11:35

Know your worth â&#x20AC;&#x201C; how does your salary compare? For employers, salary expectations play a major PART in getting the right person for a role, says Pete Feldman, Graftonâ&#x20AC;&#x2122;s Director of HR and Operations.

The economy that is emerging from the economic slump of the last five years is not the same as it was then. Customer behaviour and expectations have changed. Products and services can be bought from a much wider range of suppliers and retailers by searching on line. This has resulted in the demand for people changing as well. The core jobs are still required in finance, engineering, and manufacturing, but support services, IT, sales, marketing, transport and logistics are all seeing rapid growth. A growing economy has an impact

David Ramsey has joined Bank of Ireland UK as Branch Manager of City Hall, Belfast.

across the board for the people in a small country like Northern Ireland. This is seen immediately in the area of jobs and recruitment. New jobs are created that need filling, with the right people, with the relevant skills. As the economy grows, so does the interest in investment from around the world. Recruiting is more crucial than ever. There is no time to spend bringing people up to speed when there are customers waiting. The demand for people has an impact on the salary expectations. Knowing what the market is paying can help you

Maggie McQuiston has been appointed by Bank of Ireland UK as Head of Customer Advocacy for Northern Ireland.

decide what level or person you want to recruit, the impact on your costs, and the expectations of the type of person who can fill the position. The Grafton Recruitment Salary Guide is a vital source of information collated from our research and knowledge of the market. Using our Ireland wide network, we are able to identify the roles and the expectations in different geographical areas. A copy of the Salary Guide can be downloaded from the Grafton website http://graftonrecruitment.com/en/ employers/salary-guide/

Kate McCusker has been appointed as Solicitor, Planning and Environmental Law at Cleaver Fulton Rankin.

Catriona Saunders has been appointed as Finance Manager by the Northern Ireland Chamber of Commerce and Industry.

PARTNERSHIP.EXPERIENCE.IMPACT. 32 years connecting talent and opportunity

Banking & Finance | Technology | Engineering | HR | Sales & Marketing www.graftonrecruitment.com ambition strip ad May 2015.indd 5

20/04/2015 15:11:35

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[Columnist] Trevor Bingham, Business Development Manager at IT specialists FUEL

Are Barcode Scanner Apps the High Street’s Secret Weapon? Major retailers on the web now have “m-commerce” sites to cope with the growing trend of shopping on the internet via tablets or smartphones. Trevor Bingham looks at what’s next for our tablets and smartphones.

obile commerce (m-commerce), are said to be one of the mobile trends to consumers born after 1980, are using with proportionally designed watch in 2015. smartphones and tablets more than ever to sites, developed for our tablets Scandit, leaders in the barcode scanning make purchasing decisions, both online and and smartphones, is growing like a weed. app industry, have revealed that a total of offline. By the end of 2015, the percentage of 4.5 million of their barcodes were scanned Shoppers do generally use their mobile sales transactions carried out purely on during the last Black Friday in America. This devices to research products before making our mobile devices is expected to reach impressive figure suggests that the predictions a purchase these days, meaning that an 40 per cent. Japan and South easy-to-use app builds customer Korea, no strangers to leading relationships, with consumers the way in electronic device returning to an app (or even “A beautifully designed usage, have already tipped over the store) if the app provides native app can not only be a the 50 per cent mark on the an excellent user-experience. consumer’s first choice for ‘eCommercetransactions’ scales in The appearance of an app or favour of m-commerce. website obviously impacts on how browsing, but also result in Now that we carry these consumers conceive a brand, a purchase via a mobile or a mobile devices around in pockets as well as how safe it is to make tablet.” and handbags, be they tablet purchases. Therefore a beautifully or smartphone, the high street designed native app can not only retailers are out to take advantage be a consumer’s first choice for of this, rather than engage in a battle that for native apps may prove to be correct. browsing, but also result in a purchase via a they couldn’t win. The trick behind any Retailers have caught on that native apps are mobile or a tablet. good e-commerce or m-commerce site an excellent way to acquire “an edge” over The ability to scan barcodes with mobile is to remove the barriers to the customer their rivals, meaning that scanning barcodes in devices to instantly compare prices are now purchasing journey. In other words, make stores may end up becoming the norm. used by many retailers, which can be used as it as easy as possible for the customer Mobile applications with in-app barcode a quick way to see how much competitors to complete their purchase, in the least scanning empower consumers in entirely are selling products for. Businesses don’t amount of time. To achieve this, the high new ways, enabling them to avoid long want to be creating the ultimate mobile street retailers have been looking at ways checkout lines through smartphone-based shopping experience only to lose out on to streamline their own buying process. self-checkout. They also capture and save a sale due to the product being cheaper One key avenue of development, is having product information, compare prices in elsewhere. However, it is native apps that barcode scanner apps downloaded onto real-time, submit or view user reviews, build will ultimately keep customers engaged and smartphones and tablets. and share lists, find items while in-store, and drive sales, especially if there is a reward These apps, known as native apps because more. scheme in place. they are specific to each shopping chain, are The increase in mobile barcode scanning Barcode-scanning apps are currently doing set to be a ‘major player’ in the continued during the shopping experience points to wonders for the numbers of people making success of m-commerce during this year and a broader trend: consumers, especially purchases via their mobiles.

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[Face to Face with....] CONOR DEVINE, CO-FOUNDER, GDP PARTNERSHIP

Surviving business debt “A solution is always possible,” Conor Devine, co-founder of GDP Partnership, a firm which specialises in mediation between struggling borrowers and their banks, tells Adrienne McGill.

ore than 5,000 businesses ceased Northern Ireland reach successful settlements to banks. to trade last year in Northern by engaging with their banks. “We are now making significant progress, Ireland because of debt or cash flow The debt consultancy, which doesn’t allbeit the process is quite slow and frustrating problems. operate on behalf of institutions, specialises in at times. The banks now recognise that Figures from the Office for National engaging with asset backed borrowers who in many occasions their net return will be Statistics show that 26 per cent of Northern find themselves struggling to see a clear path greatly reduced by appointing a fixed charge Ireland businesses failed to reach the two to their financial regeneration. receiver to the assets. The alternative option, year mark before having to close their doors. “GDP Partnership helps individuals and which can be delivered through intense Equally concerning is that the number of new businesses, particularly SMEs, take back mediation with the borrower through our businesses in Northern Ireland is lower than control of their financial situation,” says practice, can increase the return to the the number of companies ceasing to trade. Conor Devine. institution. There were 4,885 new businesses started in “Very often the relationship between the “When people appoint us, we do an Northern Ireland in 2014. bank and the borrower has broken down. assessment of their financial situation, we Business owners are constantly being GDP acts as a third party which mediates in then engage with the bank and present encouraged to get on top of their proposals that reflect the best cash flow and manage it tightly in possible outcome for both bank order to stay afloat – this involves and borrower. A solution is always “Governments and banks monitoring customer debt, and possible.” have all restructured their chasing payment of outstanding Conor says it is vital for anyone invoices in a timely manner. in debt to educate themselves debts in the last few years, Businesses are also advised to about the options open to them. so why is it unreasonable for run proper checks on new clients “It’s like having an illness – you a borrower to do the same?” in order to minimise the risk of have to educate yourself around losing payment on large orders. your condition and therefore If efforts to collect payment from educate yourself around the the customer fail, business owners solutions. We give people all of should consider using an external debt order to find a solution agreeable to both the options and ensure that they understand recovery company or a debt consultancy. parties.” everything. One of these is GDP Partnership - a Conor, a chartered surveyor who worked “The question I would put to any one team of property, accountancy and banking in the property industry for 15 years, is this – governments and banks have all professionals (which includes former rogue established the business with James Gibbons restructured their debts in the last few years, trader Nick Leeson) led by business partners in 2011. so why is it unreasonable for a borrower to Conor Devine and James Gibbons which “In 2009-2010 property debt was the do the same? The answer is it’s not, however aims to help clients avoid insolvency. big issue. We decided to set up the GDP there is a process you have to enter into and The firm, which has offices in Belfast and Partnership to provide a mediation service that’s what we do through our practice.”  Dublin, has helped numerous borrowers in which would help people who were in debt

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[FEATURE]

bright young business brains 17-year-old Matthew Crilly from Conlig reads about the chance to “Be Your Own Boss” with the launch of the Northern Ireland Science Park’s Generation Innovation Internship Prize.

Get Paid to be Your Own Boss The Northern Ireland Science Park has launched Summer Internships for six teenage entrepreneurs.

oung people across Northern Ireland are to get the chance to have a generously paid summer internship in their own start-up business –thanks to a new initiative from the Northern Ireland Science Park. The Science Park’s Generation Innovation programme has announced places for six interns this summer, each worth £2,000. Through the Generation Innovation Internship Prize, young entrepreneurs will have a unique opportunity to progress their own start-up business throughout July and August. At the end of the summer, they will then pitch-off against each other to secure a £10,000 prize to develop their business further. Whilst developing their projects, the six teenage entrepreneurs will receive 8 weeks of business coaching with modules including marketing, finance, legal and pitch training in order to maximise the full potential of their idea. In September the six interns will pitch to a panel of judges and the teenager with

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the idea which is deemed to have the greatest commercial potential will receive an additional £10,000 prize fund to be used to accelerate the growth of their company. The Northern Ireland Science Park’s Dr Joanne Stuart said: “We reckon the opportunity to get paid to run your own business is as good as it gets for a teenager with entrepreneurial ambition! “One of the biggest challenges faced by any entrepreneur is how to access the expertise and finance to develop a great business idea. These six internships will give some of our most promising young people an opportunity to be their own boss and work with our successful entrepreneurs and professionals to take forward their business idea. “This is also an incredible networking and mentoring opportunity which gives the young entrepreneurs access to the innovation network the Science Park has developed over the last four years. “Each student will receive one to one mentoring from one of our Entrepreneurs in Residence (EIRs), who are highly skilled and

have a proven track record in business and innovation. They will provide honest and open advice to the young people, as well as challenging and helping them to refine their business models.” The internship is open to anyone across the province aged between 15 and18 years (at the time of entry). Students must be available over July and August and the idea must be innovative with a potential commercial application. The overall winner will not only receive the award of £10,000 to invest in their business, but an additional year of mentoring. The Generation Internship Prize is generously supported by two successful local entrepreneurs Tom O’Gorman and Jim Finnegan. * Further details on the competition and the application form are available at www. generationinnovation.co. The closing date for applications is 29th May 2015. For more information on Generation Innovation visit Facebook.com/geninnovators or Twitter @geninnovators.

Students secure apprenticeship places with Allen & Overy

wo Belfast Metropolitan College students have secured a rare opportunity to learn from and work alongside the IT team that helps support more than 5,000 people in Allen & Overy’s (A&O) global operation. Rachel Freeburn from Portadown and Ashley Sofley from Glengormley secured the coveted IT Infrastructure Apprentice positions after impressing senior managers at the international law firm’s Support Services Centre in Belfast. The young learners will spend up to four days per week gaining valuable on-the-job experience and spend one day per week at Belfast Metropolitan College to complete Level 2 and 3 IT qualifications and industry essential Microsoft certificates. It is the second year Allen & Overy has taken on new talent from Belfast Metropolitan College through the IT Apprenticeship Programme managed by the Department for Employment and Learning. Andrew Glenn, IT Support Team Leader, Allen & Overy said: “Rachel and Ashley have both made a

great impression in the office and are already doing extremely well. Bringing in apprentices from Belfast Metropolitan College has been proven to be a positive experience for us, as a firm, and the learners who joined us last year. “Allen & Overy needs talented people to help it keep its infrastructure running smoothly 24/7. There is a very clear route for career progression and rewards for anyone who can come in and work hard to help the teams meet their goals. We have been very impressed by our new apprentices’ positive and mature attitude and their willingness to challenge and apply themselves.” IT Infrastructure Apprentice Rachel Freeburn said: “At Allen & Overy, IT is delivered on a global scale and that brings a rare opportunity to grow both my personal and professional skills. Every day is different and I’ve come to understand just how diverse a career in IT can be. Having the chance to learn how systems are managed on an international scale is rare and rewarding.

Through my experience here, I hope to transform what would have been a gap year into a leap forward in my career.” Jonathan Heggarty, Head of Electronic and Computing Technologies at the college said: “Belfast Met is passionate about ensuring that all of our students achieve their full potential and have every opportunity to progress to employment. We are always delighted to hear when IT apprentices thrive in their placement and have the opportunity to work in an environment where they can begin to understand what it is like to work within the IT industry and possibly secure a position in their placement company after they graduate.” A&O’s Belfast Support Centre is at the heart of the firm’s network of 46 offices and provides a range of critical services to more than 2,700 legal and 2,500 support staff across the globe. While a lot of the work is completed within the local office, the skills and expertise of the IT team has seen members work on projects in Barcelona, Casablanca, Dubai, Monte Carlo and Paris.

Rachel Freeburn from Portadown and Ashley Sofley from Glengormley have secured two coveted IT Infrastructure apprentice positions at Allen & Overy’s firm’s Support Services Centre in Belfast.

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[FEATURE]

US star will.i.am gives tech message to local teenagers

More than 200 young people gathered at St George’s Market in Belfast for the Generation Innovation ‘Night of Ambition’.

he US producer, entrepreneur and tech innovator, will.i.am, has encouraged teenagers here to “get excited” about a career in the entrepreneurial knowledge economy. More than 200 young people received a special, personal message from The Voice star, as they gathered for the Generation Innovation ‘Night of Ambition’ in Belfast recently. Teenagers from 80 schools and colleges came together at St George’s Market for the annual event, organised by the NISP CONNECT team at the Northern Ireland Science Park. This action packed evening aimed to inspire 16-17 year olds to consider a career in the tech and creative industries by getting them “up close and personal” with some of Northern Ireland’s most influential startup entrepreneurs and tech founders. This year, company founders taking part included Kyle Gawley, the man behind event app Get Invited; Colin Williams from Sixteen South Productions; and Ian Scott of video-content tagging company Taggled. This was no ordinary networking event – the teenagers were teamed up in small groups with these hugely successful mentors in an “Ideas Factory” to come up with innovative products, which they then pitched to the room in just one sentence. Ambition was the theme of the night. Having heard from 17-year-old finalist of

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the Science Park’s INVENT 2014, Gareth Reid (creator of an app to help people with dyslexia), and having a live link-up with ex-pat Hannah Hunt, a 27-year-old from County Down who now works in Google’s San Francisco HQ, the celebrity highlight of the night was a video message from will.i.am, a rapper with a passion for science and technology. In his message, he said: “I can’t wait to use the things that you guys create. I can’t wait to be knocked off my feet by the things that you guys bring to the world.” Generation Innovation Programme Manager, Claire Burgoyne said the night was a huge success. “There was an incredible buzz of energy and enthusiasm. When you’re a teenager, it can be very hard to see a path to a future career; it can be really difficult for a young person to imagine themselves ever being the next Mark Zuckerberg or Bill Gates. “Generation Innovation aims to show young people in Northern Ireland that there are success stories right here on their own doorstep; local innovators who have been there, done that – and who are making it, big time! “This is a unique opportunity to meet these guys, interact with them and pick their brains for advice. We want these students to go away thinking, ‘I want to be like them – if they can do it, so can I.’ “If Northern Ireland is to continue to

develop its entrepreneurial knowledge economy, then it is dependent on the current generation of 16-17 year olds finding their way to careers in the sector – the many lucrative opportunities that are possible there. “Of course we were thrilled to have a certain ‘will.i.am’ on board and our attendees were just in awe. He is cool, exciting and motivating – he’s really passionate about education, and in particular, STEM education, so he was a perfect addition to our Night of Ambition.” The Generation Innovation event was hosted by BBC Radio 1 DJ Phil Taggart and was supported by the Creative Industries Innovation Fund, Allstate NI, Asidua, Core Systems, Liberty IT, SAP, Total Mobile, Anaeko, Coca Cola, Dow, Queen’s University and Ulster University. Lorraine McDowell, Director of Operations, Arts Council of Northern Ireland, said: “Generation Innovation is a wonderful and important initiative from NISP CONNECT which gives young people the opportunity to meet and talk to local, successful entrepreneurs and hear their stories of how they turned their innovative ideas into commercial success. “The creative, technology and science industries are all vital to the growth of the Northern Ireland economy and I’ve every confidence that this impressive event will have inspired some of our future entrepreneurs.”

A Flying Success for Tomorrow’s Engineers

Samantha Craig, Belfast Model School for Girls pictured with her Sentinus Team R&D project, A Pylon Bird Deterrent System which has been developed in partnership with NIE.

ver 700 young engineers from schools across Northern Ireland attended the ‘Sentinus Big Bang Ballymena’ exhibition held at the Braid Centre recently. A major focus of the event was a Celebration Day for the Sentinus Team R&D programme, representing a culmination of six months’ research and development work alongside industry to deliver innovative and creative solutions to current problems. Throughout the day students displayed their projects and presented their findings to a panel of judges. The science fair is a warm up to the main Young Innovators event in June and showcases the students’ innovative projects in science, technology, engineering and maths (STEM). Sentinus is an educational charity working with over 60,000 young people a year in Northern Irerland to deliver programmes that promote engagement in

STEM and inspire students to consider a career in the sectors. The Sentinus Team R&D projects is vital to the development of the Northern Ireland knowledge economy, partnering A-Level students at a pivotal stage in making their career decision, with engineers and scientists from local businesses. With support from local universities R&D departments, the aim is to inspire students to consider a career in STEM by giving them ownership of a current real world, industrial problem. On the day the projects were assessed by industry experts, all of whom volunteer their time and knowledge to help progress the STEM agenda in Northern Ireland. The event, supported by Department of Education, Mid and East Antrim Borough Council and Invest NI, was part of the UK wide programme ‘Big Bang Near Me’ which is the largest celebration of STEM for young people in the UK.

Students impress at palace

SERC students Roisin Mckeown, Ryan Cunningham, Judith Lyons, Curtis Rea, David Magee with tutor Michael Gillies.

team of professional cookery students from South Eastern Regional College (SERC) who recently competed at Buckingham Palace, came second in the Craft Guild of Chefs 50th anniversary Canapé competition. Teams from the City of Glasgow College, SERC and the London School of Hospitality and Tourism at the University of West London all travelled to Buckingham Palace to prepare their canapé entries for tasting by the guild’s royal patron, HRH the Countess

of Wessex, who then selected a winner. Led by their tutor Michael Gillies, team SERC prepared a mouth-watering canapé of hay smoked and confit Lisarra chicken, St Tola goat cheese, Finnebrogue venison scotch eggs, smoked salmon, rhubarb and Clandeboye estate yoghurt and Valrhona chocolate orange mousse. Colleges were invited to submit six canapé recipes as part of their paper applications, with the final shortlist selected from over 30 entries.

National Chairman of the Guild, Christopher Basten, said: “This really was a once in a lifetime opportunity and the teams had such an extraordinary experience preparing their canapés in the Buckingham Palace kitchens and meeting the Countess of Wessex.” Tutor Michael Gillies said: “I am delighted for the students who worked tirelessly in preparing for this major competition. The experience was fabulous and it’s a great achievement for the students to do so well.”

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[Feature]

Connecting with clients across the world Concentrix is keen to continue to grow its operations in Northern Ireland as Adrienne McGill hears from Fred Breidenbach who sits on the board of its parent company Synnex and from Philip Cassidy, Concentrix Senior Vice President.

Fred Breidenbach and Philip Cassidy.

orthern Ireland may not seem like the obvious location for one of America’s largest corporations to hold a board meeting – members normally meet in more exotic destinations such as Japan, China, and the Philippines – but when its division here has delivered outstanding results, that calls for a visit from the top. Last month members of the Board of Directors of SYNNEX Corporation, a Fortune 500 company based in California, jetted into Belfast for their board meeting and heard about the success of its subsidiary Concentrix, which employs around 1,700 people at its bases in the city. The firm set up in Northern Ireland in 2011 after buying the locally owned contact centre firm, gem. Concentrix, which supports its clients’ customers in more

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than 40 languages, provides high value business services through voice, email, chat, instant messaging, social media, technology applications, analytics, and process optimisation. Its clients include government organisations as well as globally recognised brands. In 2014, Concentrix grew to over $1.1 billion and added more than 10,000 staff. The company now employs more than 54,000 staff in 70+ locations across 24 countries. It serves clients across a wide range of sectors including banking, healthcare, insurance, technology, retail, e-commerce, travel and transportation, telcom and media. Such has been the growth of its operation in Belfast, the company last year announced the creation of around 1,000 new jobs in a £36 million investment. Meanwhile, SYNNEX, founded in 1980, is

a leading business process services company, optimising supply chains and providing customer care solutions for its clients in over 25 countries around the world. SYNNEX distributes a broad range of information technology systems and products, and also provides systems design and integration services. Fred Breidenbach, a SYNNEX Board Director since 2003, and who was one of seven members of the Board to come to Belfast for the meeting at Concentrix, says the corporation is delighted with the growth of its operations in the city. “Clearly Belfast is strategic and serves as a critical location to support our clients’ needs in Europe. The management team of Concentrix brought the business case to the Board to approve the acquisition of gem, and

we did so unanimously. The Board is typically organisation and our parent company it across the globe to support our clients in very supportive of the business opportunities SYNNEX, we would not have had the other Concentrix locations.” that Concentrix in Belfast brings to the table. resources to grow. Concentrix put the In September 2013 SYNNEX snapped up We want to grow the business responsibly investment in ahead of when it was needed IBM’s customer services business for $505 and profitably. We have seen splendid and that put the building blocks for growth in million and has integrated those operations growth here.” place. into its Concentrix subsidiary making it As part of the investment by Concentrix “We are looking forward very much to one of the largest brands in the customer announced last year, the company plans to opening our new offices in Maysfield but our engagement and contact centre market. build a new business contact operation on overall intention is to grow the business as The strategic business partnership will the site of the former Maysfield see Concentrix provide global Leisure Centre on East Bridge contact centre services for IBM Street. Concentrix bought it as well. “Clearly Belfast is our centre from Belfast City Council last “This has major implications June and following a major for our Belfast operation,” says of command and control for conversion, the centre will be Mr Breidenbach. our operations in Europe – and turned into high level offices by “It means our total Concentrix that is very important to us.” the end of this year. business can operate on a much The new site will be the bigger scale. The acquisition firm’s fifth in Belfast, after made us one of the top ten Lanyon Place, River House on businesses in this space and that High Street, Lesley Exchange on East Bridge we have done over the years. is very significant. Street, and Concentrix House on Fountain “Our staff are incredibly innovative – they “We’re always on the lookout for Street. It now employs 1,700 of its 2,000 come from all over the world with different acquisitions which could add value to our UK employees in Belfast. language skills and have great expertise in business, and growth is a key driver both Philip Cassidy, Senior Vice President at what is required for customer engagement. for us and for our staff, as it helps attract, Concentrix and the founder of gem says: They have a combination of technology maintain and keep our key people. “When SYNNEX/Concentrix acquired innovation and social media skills. The staff “We are proud of our record of 111 gem we employed about 700 people. We help clients not only in Northern Ireland but quarters in a row of profitability as a now have 1,700 staff in Belfast. Without globally, so we have taken a tremendous company. We will continue to be responsible the support of the broader Concentrix amount of best practice from here and spread and have long-term steady growth.” See page 40 - Fred Breidenbach and Gulfstream

Fred Breidenbach and Philip Cassidy in the Lanyon Place contact centre.

NI Chamber 75

[Feature]

Taxi technology turns a corner Taxi companies are becoming increasingly mobile as taxi booking apps installed on Smart phones and iPhones are changing the way people book taxis. FonaCab Managing Director William McCausland tells Adrienne McGill about the company’s drive to create a more efficient service for customers using cloud technology.

the smartphone to contact the office system which then makes contact with the customer. “The new app is much better at finding the customer and is more reliable than our previous one. It even recognises addresses that have been misspelt by a customer. In the past drivers would have been unable to find these. “It also lists places where a regular customer would normally use a taxi to get to – bars, restaurants, shops, cinema. All this makes the booking process much easier and faster.” FonaCab undertakes 40,000 bookings a week which means there has to be a robust system in place to cope with this volume and facilitate growth in the future. “We don’t want to lose jobs because old technology has let us down. That is why it was important to make this investment. “Our drivers are very “The new technology we are encouraged and enthusiastic now using is cloud-based and about the new system. the technology the drivers They appreciate the benefits that it is going to bring.” will use in the car is a smartFonaCab has prioritised phone running over 3G.” the app, which is free and can be downloaded either from the App Store manage their bookings, leave feedback, and or Google Play store, over phone calls to there is also message history. encourage people to use it. The new app, which replaces the “If someone has taken the time to company’s previous application, is part of a download the app they are obviously an £300,000 investment by fonaCab in a brand existing customer and by using the app that new operating system which includes a is showing commitment to the company and technology driven phone system, enhanced we value that – we will therefore reward web booking facility and smartphones for all the customer by giving them priority over a of the company’s 500 drivers across Belfast. random cash customer who phones up,” says “The new technology we are now using William. is cloud-based and the technology the drivers “We are the only taxi company in will use in the car is a smartphone running Northern Ireland that has gone to using a over 3G,” says fonaCab Managing Director smartphone with an app and a move onto a William McCausland. modern platform. Our new phone system “There will no longer be radio transmission will also have a cloud-based back up. between the drivers and dispatchers “The new system will also allow customers – all communication will be done via a to pay for their journey by credit card and smartphone with an app which the driver the app gives customers an option to rate the utilises with the office. driver after the job has been done on their “The new technology also gives the experience. We currently ask for feedback customer the option of speaking to the driver and if there is an issue we address it.” or the dispatch centre directly and allows William is certain that the new app will the driver to use his smartphone to call the attract even more customers who want a customer in case they don’t show up when taxi instantly. The days of standing in the rain the taxi arrives. waiting for one to come look like they are “Obviously the customer’s number will not over. Technology is now in the driving seat. be given to the driver, but the driver uses William McCausland.

ew app based technology which has been introduced by one of Northern Ireland’s leading taxi companies is set to revolutionise its business. FonaCab, headquartered in Belfast, has installed icabbie, which provides worldleading cloud-based taxi dispatch systems, online booking engines and taxi booking apps that integrate seamlessly with each other. Icabbie, which is being used by taxi companies in cities across the UK and Ireland including Leeds, Birmingham and Dublin, offers customers more flexibility in how they book taxis with a focus on a fast, user friendly, informative booking experience and allows taxi companies to operate more efficiently and cost effectively. Customers can get connected to fonaCab’s on-demand taxi service from their iPhone or Smartphone at the push of a button. The app connects directly into fonaCab’s routing systems, allowing users to book taxis instantly without ever needing to speak to an operator. The app will ask for your exact address, and then once the car is dispatched you can track it on a status screen which informs users about the make of car and registration number to look out for and also allows them to call the driver directly. Users can also

76 NI Chamber

Private Hire at The

Chelsea

0104109736 Chelsea Ambition Mag Ad.indd 1

29/04/2015 10:05

[Feature]

Corporation Tax – making it work for Northern Ireland Can a reduction in the rate of Corporation Tax rebalance the local economy? Janette Jones, partner and tax leader with PwC in Northern Ireland, examines the issue.

n 9th April 2003, in his Budget Statement, the then Chancellor, Gordon Brown announced, “…a modern, locally led regional policy for Scotland, Wales and Northern Ireland [that would] rise to the challenge of making their skills, innovation and enterprise world class.” Twelve years on and the Silk Commission has dealt with Welsh devolution, the Scotland Act is doing the same for Scotland and the Corporation Tax (Northern Ireland) Act has finally been granted Royal Assent. While Brown’s commitments may be taking shape, much has changed in the intervening years. UK Corporation Tax has fallen from 28 per cent to 20 per cent, we’re just emerging from the deepest recession for a century and devolution and decentralisation are empowering Local Enterprise Partnerships (LEPs), regions and cities across the UK. A month after that 2003 Budget Statement, local business leaders wrote to Secretary of State Paul Murphy seeking devolution of a number of tax-varying powers, so it’s been a long wait. But now that Corporation Tax devolution may be within the Executive’s grasp, the business community’s big question is beginning to shift from, “…how are we going to convince Westminster to devolve corporation tax?” to “…how are we going to use it to rebalance the economy?” And while the Executive has yet to announce the ‘rate and the date,’ it is generally accepted that the rate will be 12.5 per cent – matching the Republic of Ireland – and this will probably happen in April 2017, the earliest date provided for in the Act. As the Executive strives to deliver on those elements of the Stormont House Agreement that will permit the Act to be ‘switched on’, DFP, DETI and Invest Northern Ireland are now turning their minds to how cutting Corporation Tax could regenerate the economy. The powers are intended to attract and reward new Foreign Direct Investment (FDI) rather than to provide indigenous businesses with a windfall boost to their profits through a discount on their Corporation Tax bill.

78 NI Chamber

So to avoid being classed as State Aid, the Act is pretty complex, particularly relating to eligibility. Westminster has defined some overarching principles around Corporation Tax devolution thus ensuring that the Act will: •Encourage genuine economic activity in Northern Ireland. •Be attractive to businesses and ensure that any administrative burden is proportionate. •Satisfy EU State Aid rules. •Ensure that the cost to the Northern Ireland Executive remains proportionate and kept to a minimum. In summary, the Assembly can strike a Northern Ireland rate (NIr) of Corporation Tax in respect of certain trading profits of any company defined as a “Northern Ireland Company”, which carries on a “qualifying trade” and passes either the “SME” or the “Large Company” test. “Qualifying trades” specifically exclude banking, insurance, lending, investment and investment management, insurance/reinsurance and oil and gas ‘ring fence trades’. However, some back-office activities of excluded trades will become eligible for the NIr, while all corporate non-trading income will remain subject to the main UK rate. An SME is a company that meets the SME definition under EU regulations (less than 250 employees, and either of turnover below €50 million, or balance sheet value below €43 million) and where at least 75 per cent of its staff time and costs in the UK relate to work carried out in Northern Ireland. That 75 per cent test may come as a surprise as it may exclude companies that have built up substantial external markets – and therefore staff – in GB. For companies that pass the SME test, the NIr will apply to all the profits of their qualifying trade. A Large company is one that is not an SME and has a NI Regional Establishment (NIRE) – that, is, a fixed place of business in Northern Ireland. Companies that pass the large company test will compute the profits of any qualifying trade which is subject to the NIr, under normal transfer pricing principles.

For some large companies with a presence in Northern Ireland and particularly those that are part of larger groups and chains, the Act means accounting for the trade and profits of their Northern Ireland operations separately from their other UK activities. As

conclusion. Today, with unemployment have headlined job creation with the latest large companies with an NIRE can’t opt out DETI/Ulster University review in late 2014, from the Act, this could mean for some that falling, employee jobs increasing and the introduction of a low rate of Corporation Tax suggesting a likely impact of 37,400 new the cost of complying with the Act could be hopefully closer than ever, just what are the jobs by 2033, while Parliament was told that greater than any saving from a reduced rate the likely cost of Corporation Tax of Corporation Tax. would be around £300 million This is a very simplified snapshot annually. of eligibility, which ignores Getting a return on this annual numerous conditions relating to “The powers are intended investment means not just creating profits, allowances and taxation, but to attract and reward new jobs, but attracting and creating it helps to explain why, with around Foreign Direct Investment the right kind of jobs; jobs that can 70,000 VAT-registered companies rebalance the economy through in Northern Ireland, fewer than (FDI) rather than to provide half will be eligible for the new high levels of productivity leading indigenous businesses with to wealth-creation, high wages, Corporation Tax NIr. a windfall boost to their sustainable employment and Back in 2011 an Economic exports. For every pound that is Advisory Group (EAG) report, profits through a discount retained by business by way of a chaired by Dame Kate Barker, on their Corporation Tax cut in their Corporation Tax, a concluded that: “Whilst reducing bill.” pound comes off the Northern Corporation Tax can be a stimulus Ireland block grant, so while we for investment and economic welcome the passing of the Act and prosperity, other wider measures look forward to the ‘rate and the date’, we will also be needed to complement this.” ‘other measures’ that can help rebalance the need to identify the countries, sectors and Earlier in that year, a comprehensive economy? companies that will deliver those high-value PwC review of Corporation Tax as a driver Various assessments of the impact of Corporation Tax on the local economy jobs. of economic investment reached the same

Westminster has defined some overarching principles around Corporation Tax devolution.

NI Chamber 79

[Feature]

New EU rules drive change on tendering Northern Ireland is one of the earlier adopters of new legislation being introduced by the EU on public procurement. Stuart Cairns, Partner, leads the Pinsent Masons UK public procurement team from Belfast. He tells Adrienne McGill about the implications of the new laws.

here are many public sector buildings across Northern Ireland which Stuart Cairns can point at and say he had a part to play in their construction – from schools to hospitals and from swimming pools to leisure centres – but he’s not a property developer or contractor. He is a Partner in the Belfast office of leading law firm Pinsent Masons and leads its Public Procurement Team across the UK. His background is in major infrastructure projects and procurement law and he has advised extensively throughout the UK and Ireland. He is one of two external members of the Procurement Board for Northern Ireland which is chaired by Minister of Finance Simon Hamilton and represents all Northern Ireland Government Departments. He acts for major UK clients including central, local and regional Government bodies, public and privately owned utilities, Universities and Health Trusts. His recent involvement in large contracts has included advising North Down Borough Council on the procurement of Northern Ireland’s first Olympic Stadium swimming pool and thereafter advising across all of its leisure services and acting for the London Borough of Enfield on the redevelopment of the Alma Estate. Most recently Stuart has been advising clients and public sector bodies on important new legislation which has come from the European Union (EU). Over two years since they were first proposed, three new directives on public procurement were finally adopted by the EU in February. The new directives formally entered into force on 17 April 2014, but EU Member States have until 2016 to implement them into national law. The new public contract regulations will affect all public procurement in England, Wales and Northern Ireland. However, nearly all EU countries, including Scotland (which is responsible for its own devolved procurement legislation) are using the full two years to maximise the benefits. This is to ensure that their new rules include all the new EU opportunities to introduce a new ‘quality’ based regime. For the first time it will potentially be possible to mandate that social, employment and environmental criteria have the same weight of consideration as cost or price when choosing and selecting a contract bid. This could be a powerful, progressive tool for any public body. Public procurement law regulates the purchasing by public sector bodies and certain utility sector bodies of contracts for goods, works or services. The law is designed to open up the EU’s public procurement market to competition, to prevent “buy national” policies and to promote

80 NI Chamber

the free movement of goods and services. “The concern is that because the UK is an early adopter, some of the guidance material and standard documentation is not there and in all likelihood much will have to be considered and clarified in the courts,” says Stuart. “At this stage we are interpreting what some of the legislation means – which is quite an interesting dilemma. “We are being encouraged to take advantage of the legislation but the supporting documentation is not there for us to do that. “The legislation is fundamentally important to everything that happens across the EU. As part of the commitment to being a member state, countries have to accept that they will open up the vast majority of their public sector spend to anyone, anywhere based in the EU. “The last set of regulations we had in the UK regarding procurement came into force in 2006 – so it is 9 years since we have had such a major refresh of the legislation. “The new legislation regulates the way in which public bodies spend public money. The underlying principle as far as Europe is concerned is that it does not want member states exercising national preferences. This is meant to open up borders so that everyone has an equal and fair opportunity to bid and win a contract as a national company in their own jurisdiction would have done. “Another element involves value for money and the way that you drive that is through competitive processes. “One of the themes in the new legislation is a further move away from lowest cost as the basis for an award – and a move towards what is most economically advantageous which is a mix of cost and quality.” The reforms are intended to modernise and simplify the rules. In reality, the procurement regime could be more extensive and complex than ever, but the reforms will clarify some important issues.

Stuart Cairns.

Westminster sees the EU Procurement Directives as part of its push to reform the European Union, making it more competitive, cutting EU red tape and helping UK companies make the most of the EU’s single market. These new changes to regulations will support further reform by making the public procurement process simpler, faster, less costly and more effective for business and procurers alike. The UK Government wants to level the playing field for providers of all sizes. It is hoped that 25 per cent of Government spend will be with SMEs by 2015. The new regulations will benefit SMEs by encouraging buyers to break large contracts into smaller lots and capping turnover requirements for businesses. The simpler processes could also save SMEs up to 60 per cent of bidding process costs, according to European Commission estimates. The new rules will also see only the winning tender being required to provide supporting paperwork, and more appropriate time scales in which suppliers have to respond to tenders. “Government bodies and companies need to be aware of the new legislation – if they are not, they risk non-compliance which could leave them open to a challenge,” says Stuart. “It is meant to streamline processes and if Government does not take note, departments could miss out on saving substantial amounts of money. The risk for the private sector is that companies will not position themselves in the best way to win contracts. Tendering is very expensive, takes a lot of time and a lot of effort – the only way to be successful at it is to understand the rules.”

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[SPONSORED FEATURE]

A record-breaking year SSE Airtricity has reported a recordbreaking year of community funding, having awarded over £227,000 to community groups in the vicinity of its wind farms in Northern Ireland.

Anne Reynolds, SSE Airtricity presenting Community Funding to Creevdonnell Cricket Club.

Through its Community Fund programme, SSE Airtricity makes annual contributions to the communities closest to its wind farms. In the financial year just passed (April 1st – March 31st), the company received a total of 62 applications, with 24 groups receiving funding, including schools, sports clubs and community centres. Anne Reynolds, Community Development Officer at SSE Airtricity, said: “It’s fantastic that we’ve been able to award funding to so many forward-thinking and worthy local projects. It’s great to see so many of the groups putting the funding towards greater energy efficiency, which is something we’re always promoting at SSE Airtricity. As a company, we strive to make a positive difference to the communities in which we live and work, and with over £700,000 distributed to date, it’s clear that the Community Fund

programme is doing just that.” This past year also saw SSE Airtricity present its highest ever single payout in Northern Ireland. In August 2014, the company presented nearly £200,000 to 25 community groups in the locality of its Slieve Kirk Wind Park in Co. Derry~Londonderry. SSE Airtricity is Northern Ireland’s

fastest-growing and second largest energy provider. The company’s four wind farms in Northern Ireland have a combined capacity of over 79MW, with the potential to power around 63,000 homes in the country. Find out more about the SSE Airtricity Community Fund at www. sseairtricity.com/community-fund

Holywood – A Star Location for Esri Ireland With just shy of 10,000 employees scattered throughout the globe, Esri is the largest billion-dollar, privately held software company that you’ve probably not heard of. Esri Ireland is Esri’s official point of presence and they have been working with customers in Northern Ireland since 2002. Their island-wide business employs 53 people with 7 employees based in their Holywood office, looking after the interests of a very strong and loyal customer base. “Our business is based on the belief that knowing “where” things happen matters” says Jonathan Irwin, Customer Success Manager – “We are a software and services organisation specialising in the application of geographic information systems or GIS”. GIS is based on the simple principle of attaching a location to every piece of data. The Holywood team are working with many public and private sector customers to help them record where things happen and analyse why to

The Esri Ireland Northern Ireland Team pictured left to right: Philip McLaughlin, Keith Montague, Jonathan Irwin, Adam Glover, Paul Hickson, Caroline Cochrane and John Hewitt. provide greater business insight on which to make better business decisions.

Public Safety and the Northern Ireland Assembly.

Esri Ireland provide geographic information services to a wide range of industries and sectors in Northern Ireland including Environment, Agriculture, Land & Property, Planning, Utilities, Housing, Education, Insurance, Infrastructure, Renewable Energy,

If you’d like to discover ways that you can leverage geography and Esri’s technology and expertise in your own organisation, why not say hello to the team at mapsmakesense@esri-ireland. ie or connect via LinkedIn: https://www. linkedin.com/company/esri-ireland

[profile]

In profile: Lucy Anderson, Sales and Events Manager at Ten Square hotel Describe a typical working day. I always start the day with an extremely large cup of extra strong tea, it sets me up for the day. On a Monday I will go through the week’s events day by day, running through setups, timings, numbers, menus, liaising with the chef on dietary requirements, following up with clients on final details. A stream of emails is constant throughout the day, requesting quotes for meetings, dinners, formals, hen parties, weddings and group bedroom bookings. I liaise constantly with the other heads of department regarding bookings, we all work together as a team and communication is of the utmost importance. I can be rather pedantic, but I personally call it, efficiency! What are the highlights of your job? I have been working at Ten Square in Events for ten years. Every day there is a highlight, there is never a dull moment. This job is so diverse, I can be working on a two day residential conference and 20 minutes later I can be meeting a bride and booking a wedding for 100 guests, organising a cocktail masterclass for a hen party or putting together a six course menu for a corporate wine dinner. You have to relish and appreciate your job. I believe if you are truly passionate about the work you do, you’ll have a greater chance of achieving success. Quoting Steve Jobs, “Your work is going to fill a large part of your life and the only way to be truly satisfied is to do what you believe is great work and the only way to do great work is to love what you do”. So true!

We are a unique city centre location with stunning views from the first floor and conference/private dining rooms overlooking City Hall. I organise the conferences and events personally, from the moment I submit a quotation right to the day of the event when I hand over to our operations team. I liaise with the client offering menu and wine ideas for private dining. I came from a food and beverage background, so I am very meticulous about getting it right for every event. It’s all about the personalised service. I work daily with clients, whatever the budget. We may be climbing out of a recession but everyone stills wants value for money. Describe the kind of customer service one can expect at Ten Square. We are constantly striving for excellence in customer service. I always put myself in the shoes of the customer when thinking about the business. What are their needs? I try to stay one step ahead. Customer service should be delivered precisely, over and over again. Having previously worked for the Four Seasons Hotel Dublin and the Four Seasons Hotel London, customer service runs through your veins.

What extras can companies expect if they book events and conferences at Ten Square? To me extras are not freebees, offering exceptional competitive rates for all events is the pinnacle for extras. Whether it is private dining in our Porcelain Room, cocktails receptions, conferences or gala dinners in our Porcelain Suite. Exceeding expectations and What can Ten Square provide for conferences and corporate going above and beyond for every event are extras. events?

[feature]

mums with power Sheila Murphy is an Associate Director at Turley, which is a leading planning consultancy in Belfast with 11 offices across the UK. She is married to Cormac and the couple have one daughter, Elena (age 2).

Describe your job At Turley our planning service has grown to include complementary skills in urban design, masterplanning, heritage, economics, sustainability and engagement. Working for Turley my job primarily involves providing planning advice to a range of private and public sector clients together with overseeing a range of planning applications. Other roles include co-ordinating and managing planning appeals, Environmental Impact Assessments, community engagement and feasibility studies. The key development sectors in which I specialise include residential, leisure and tourism, town centres, energy and infrastructure. With nearly 10 years’ experience gained in England and Northern Ireland, I am currently focused on regeneration and re-development projects within Belfast city including the Harbour area.

Plan. I plan my days, evenings and admittedly my weekends meticulously. Deadlines and pressure points need to be factored in and striking the work/life balance at times can be difficult, however without the support from my husband, family, child minder and my company it would not be achievable at all. I am a morning person so I arrive into work early and leave on time. I turn off from work in the evenings for a couple of hours and pick up on anything urgent post 8pm. At the weekends, as a family, we enjoy morning coffee at Niki’s Kitchen Café followed by the promenade, the library or the park. I am blessed living in Newcastle as it has so much to offer and there is always a great buzz about town especially in the run up to the Irish Open 2015. Both our families live close by so spending time with them at the weekends is also important.

What is your favourite part of the day? Collecting my daughter in the evenings and listening to her tell her little friends that I am her mummy and that I work in the city. After the peaks and troughs of a daily working day collecting my two year old chatter box would put a smile on anyone’s face.

How does having a child impact your personal and working life? My personal and working life has definitely changed, however only for the better. Being organised from morning to night is critical. Since having a child, time feels to pass so much quicker. Deadlines creep up unexpectedly, however on a positive note weekends arrive faster. We are currently looking forward to the arrival of number two

What do you do to ensure a work/life balance? 84 NI Chamber

in July so it will be interesting to see what impact two kids will have – forward planning is currently underway. Are working mums in greater need of state support than stay at home mums? Every case is different and therefore it is difficult to argue that working mums are in greater need of state support than stay-athome mums. Besides childcare costs other factors such as low wages, house prices, cost of living and debt contribute to whether or not it is actually cost effective for both parents to work. It is also a personal choice and some families want either parent to be at home. Do you think you will always remain in employment? Yes. I take inspiration from my mother. She worked full-time and managed to raise six children of which she is immensely proud. For people in general, both male and female, working creates self-esteem. I genuinely enjoy what I do and with the current up turn in the market and transfer of planning powers to local Councils it is an exciting time to be involved in the development industry and working for Turley.

[SPONSORED FEATURE]

Agnew Corporate launch first Salary Sacrifice Car Scheme in Northern Ireland Agnew Corporate has just launched their Salary Sacrifice Car Scheme in Northern Ireland. The scheme is a tax efficient way for companies to offer their employees a brand new, fully insured and maintained car at an attractive monthly cost. Employees can choose to sacrifice their salary for their benefit and as salary is sacrificed before tax and National Insurance contributions are taken, it means that employees save money on getting a new car. What’s in it for companies? Companies generate NI savings because of the salary reduction which can be passed on to employees. They can also enhance their standing as an employer of choice while maximising the ‘total reward value’ of their benefit package which means they can increase employee motivation, recruitment and retention. Agnew Corporate offers a market leading web application which allows employees to select and price their car. Agnew Corporate believe that a properly run car scheme can also enhance both the

companies’ duty of care responsibilities and ‘green credentials’.

fully comprehensive motor insurance are included.

What’s in it for employees? Along with a great value new car, all servicing, vehicle maintenance (including tyre replacement), breakdown cover, and

For more information or to arrange a free consultation please contact David McEwen on 02890386600 or email david.mcewen@agnews.co.uk

Cutting edge design

Believe 3D Printing is one of Northern Ireland’s leading 3D printing companies.

Using 3D printing, adaptive manufacturing and design, Believe 3D Printing produces prototype parts, jigs and fixtures and low volume production runs. Jackie Beresford Operations Manager in Elite Electronics had this to say about Believe 3D Printing services: “Believe 3D Printing helped us greatly reduce our operating costs. They did this by providing an innovative solution to speed up our manufacturing processes, using custom designed 3D printed jigs. We used Believe 3D Printing for this process because no other 3D printing organisation can offer this design and 3D printing service. We found their services and personnel to be friendly, quick, reliable, and good quality. We would recommend Believe 3D Printing services to anyone.” www.believe3dprinting.com

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[feature]

What do you do to ensure a work/life balance? 86 NI Chamber

[Feature]

My Ambition is to… Jeanette Donohoe, Director, Cleaver Fulton Rankin.

was born and bred in Derry and from my early childhood, my mum and dad ran their own businesses. My dad built up a successful building contractor business and my mum took on my grandfather’s convenience store. I therefore grew up in an environment where hard work, ambition and determination to make a success of your business were as common as having your breakfast in the morning. My parents instilled in me and my three siblings a work ethic that if you put your mind to anything and worked hard, you could achieve your dreams. With that in mind, I set my sights on a Law and Accountancy degree at Queen’s University, Belfast. Four years ahead of me living up in the big smoke….well so I thought! To my disappointment at the time, I was summonsed back to Derry every weekend and university holidays to do my shifts in my mum’s shop. Looking back now, however, I appreciate that this gave me the opportunity to learn and experience first hand how a business is run from the ground up, which has given me special commercial awareness essential for a successful career in a commercial legal practice. In 2002, I successfully applied to the Institute of Professional Legal Studies to train as a solicitor. As part of the application, I had to secure a Master in a solicitor’s firm. I had my first ever proper interview at Belfast-based Cleaver Fulton Rankin, and I was delighted to accept their offer to train with the firm. I qualified as a Solicitor in 2005 and was offered a position working in the Insolvency and Business Restructuring Team. I enjoyed applying my legal and accountancy skills to my work. I was promoted to Associate in 2007 and in 2009 I was invited to the partnership and to head up my team. That was an offer I was unlikely to refuse! I am now Head of the Insolvency & Business Restructuring team and specialise in advising distressed businesses, banks and insolvency practitioners on the full range of complex contentious and non-contentious insolvency procedures. I am very proud that my drive and determination has led to recognition and positive comments in UK-wide legal directories from both clients and peers, which spurs me on and makes me very proud of my career achievements. Since 2009, the firm has grown by a headcount of approximately 25, to over 100 employees; it became incorporated in 2011 and in January last year we significantly extended our offices and opened a new reception and business centre, a project which has been shortlisted for a number of high profile construction awards. These are only a few highlights in the firm’s history, and I am pleased to say that I am part of the team that made these events happen. The legal profession sometimes gets knocked as being very cut throat and inhuman, so I am delighted to have been able to build my career in Cleaver Fulton Rankin, whose work ethic, energy, respect for others and commercial sense mirrors my own. Living these values instilled from an early age has made me the lawyer I am today. It is true that the legal market is very competitive and my fellow directors and I must always be at the top of our game not only in our individual areas of practice, but also in managing and ensuring the success of the future of the business. My ambition and hard work has led me to the position I hold today. Whilst it will not be without its challenges, my future ambition is to continue to work for Cleaver Fulton Rankin, expand our market share, enhance profitability and further grow the firm’s practice in size to provide well-needed employment in Northern Ireland for the great talent we have here. I would also like to see an increase in the number of females achieving top positions within legal firms in Northern Ireland. Whilst I am pleased to say that our firm promotes lawyers entirely on merit, I am aware that this is not the case throughout the Northern Ireland legal market and the law society is currently working with the profession generally to try to have this redressed, which is something I fully support. NI Chamber 87

[lifetsyle] Edel Doherty, Managing Director, Beyond Business Travel

Turbulence on the ground APD isn’t the only threat to the airline industry in Northern Ireland says Edel Doherty.

he announcement that a prestigious air routes conference is to be hosted in Belfast has the potential to accelerate route development for the city and Northern Ireland The Routes Europe conference in 2017 is a major international event bringing together decision makers from airlines, airports and tourism authorities to negotiate and build relationships that will shape the world’s future air route networks. Previous hosts of Routes Europe have confirmed up to six new routes after hosting the event in their region. The air travel industry at present is one that from the Northern Ireland perspective offers a mixed bag of opportunity. For the customer, whether business or holidaymaker, there are undoubtedly more options available when it comes to making a travelling choice. The battle to fill passenger seats has meant that the various airlines operating from the two main airports, George Best Belfast City Airport and Belfast International have had to work on a wide range of fronts to ensure that their services are both as attractive and cost effective as possible. The lack of clarity by our legislators in relation to key issues surrounding the wider airline and airport strategy for the Province is as frustrating as it is damaging. The one thing above all else that the business community respects in relation to Government is the ability to deliver a clear and considered economic agenda. To date that has not been reflected in the context of the air travel sector. The airline industry is a very competitive business, one that relies on increasingly tighter margins across the board. One of the most hotly debated issues in recent times has been the question of whether Northern Ireland’s business and tourism brands could ultimately be enhanced by the eventual easing out of Air Passenger Duty (APD). In a perfect world the removal of APD in relation to Northern Ireland flights, as was the case in the Republic last year, would open the door for an equal runway to be trumpeted. The move in the South has allowed Dublin Airport in particular to pick up significant new and lucrative routes.

88 NI Chamber

However, while the theory looks attractive, there are big practical problems that could arise if the duty was scrapped. The level of the annual Westminster block grant, already at the centre of debate around devolving Corporation Tax setting powers to Stormont would be further eroded if APD was added to the monetary mix. And if the gamble does not attract the numbers required to absorb those lost block grant revenues, there is no Plan B. It compounds another key problem for the Northern Ireland air transport industry, that there is the lack of a properly structured plan capable of integrating a relevant road and rail support network to service the two main airports. Belfast International Airport in particular has been the victim of that indecision for a number of decades. Plans for a new rail link providing a fast and direct access to the International Airport have been mothballed since the savage cutbacks surrounding rail travel started to bite back in the 1950s and ‘60s. Of course there will be those that will argue that the massive investment required to open a new rail link to facilitate the long-term business viability of the International Airport simply cannot be justified. Ideas to upgrade or replace the approach roads to Belfast International Airport have also been proposed many times over the years. In the current era of increasing cuts across

all Government departments as part of ever tightening fiscal austerity, critics say the sums

“The airline industry is a very competitive business, one that relies on increasingly tighter margins across the board.” simply do not add up. The other argument against enhancing the International Airport’s position is that it would inevitably be at the expense of further restricting the expansion plans of Belfast City Airport. It already has existing rail links close by. These could, say supporters of the City Airport concept, be enhanced rather than sacrificed as a matter of perceived political expediency. The rail links could be upgraded at a fraction of the multi millions it would cost to make a major track and rail investment on behalf of the International Airport. However, the fact that the Regional Development Minister, Danny Kennedy has signalled his support for a viability study covering all aspects of the projected new rail to airport link must be seen as a significant marker of future intent.

by James Stinson

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[LIFESTYLE] james stinson, business class motoring writer

Bentley’s Beauty Bentley’s Flying Spur really is as special as the name suggests, writes James Stinson.

wasn’t born with a silver spoon in my mouth but having driven and sat in this Bentley Flying Spur, I’ve a fair idea what the lap of luxury is… and what it costs. But then if you are in the market for a Bentley in the first place, you are unlikely to have such things on your mind. You’ll more likely be concerned about which one of seven walnut burr veneer finishes you’ll choose for the dash and other interior fittings. Above all else, you’ll want the reassurance that however much you are spending, you’re

exceptional cars but Bentley has just gone and made the Flying Spur a little better. Where the previous generation car also carried the Continental moniker, this has now gone – a recognition that while the Flying Spur boasts some of the great driving dynamics of its sportier two-door sibling, most people buy them not to drive but be driven in. That’s certainly the experience in China, where more than 60 per cent of Flying Spurs are sold. It’s also why Bentley has added a new 4.0 litre V8 motor alongside the bigger

getting something special. And that’s very much the case with modern day Bentleys. Reinvigorated under VW Group ownership, Bentleys are once again sought after, combining German engineering with the best of British craftsmanship. The model range is simple, made up of the Continental GT 2-door coupe; the range topping limo-like Mulsanne; and this fourdoor luxury sedan, the Flying Spur. All are

6.0 litre W12, reducing the tax moneyed Chinese have to pay to buy and run one. Though smaller, the 500 bhp twin turbo V8 is still capable of propelling the 2.5 ton Flying Spur from a standing start to 60mph in around five seconds and, in track conditions, on to a top speed of 180mph. Add in fourwheel drive and it makes for a surefooted and, where needs must, very exhilarating drive.

To make the passenger ride more comfortable, Bentley has softened the suspension by degrees on this latest version, though you can opt for firmer settings through the dashboard control panel. And the ride is something special… for rear seat passengers especially. The beautiful leather clad seats are wide and sumptuous, with acres of legroom laid out in front of you. But it’s the detail that sets cars like this apart, from the foam cushioned finely stitched leather trim to the chrome organ stop air vent controls. I especially love the line that Bentley “only” selects A-Grade leather from northern European herds that graze at higher altitudes, “where insect bites and other disfiguring marks are less likely to be found on the animals”. It’s hi-tech too. An optional multimedia system adds Wi-Fi, separate DVD players, wireless headphones and LCD screens, along with ports for consoles, tablets, and other modern day techery. The sound system also delivers, having been engineered by high-end hi-fi experts, Naim. And having forked out for your new Bentley, you can be fairly certain there won’t be another like it. If you don’t fancy any of the standard 100 exterior colour choices, which is further complemented by fetching duotone options, Bentley can recreate any colour you bring them. At this end of the market, the brand takes on lifestyle qualities beyond the car itself. Consequently, there are a host of bespoke accessories to choose from including, among other things, Bentley branded Breitling desk clocks, valve caps, jewelled torch, and backgammon set. A child seat trimmed with Bentley upholstery can even be embroidered with your child’s name. These might appear frivolous but do indicate a level of care and attention to detail considerably above and beyond the norm, which also explains why prices start at £142,000 before options.

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[LIFESTYLE] james stinson, business class motoring writer

Refreshed 1-Series has tweaks aplenty When it was launched 10 years ago, the BMW 1-Series was the first proper yet affordable BMW. And this newly refreshed 2015 version, available from £20,775, features a whole host of improvements that keep it right in the mix. The new car has slimmer headlights and reworked bumpers, distinctive L-shaped LED taillights, interior upgrades, plus enhanced equipment levels. Most significant though, is the introduction of more efficient engines; most of which offer more power too. Petrol versions include 1.6 litre and 2.0 litre turbocharged motors which deliver between 134bhp to 218bhp in various states of tune. If it’s frugal motoring you’re after, the pint-sized 1.5 litre threecylinder turbodiesels are worth a mention. The 116d boasts a relatively modest 114 bhp but in Efficient Dynamics mode will average 83 mpg and emit just 89g/km of CO2, claims BMW. There’s also a 2.0-litre four-cylinder diesel with varying power outputs while four-wheel-drive is available on 120d versions. Entry-level SE models come with 16in alloys, air-con, Bluetooth and a DAB radio. Inside, the baby Beamer is on a par with Audi’s A3 when it comes to space and practicality. They key difference of course is that the 1-Series is rear-wheel-drive which, the experts say, makes it more of a driver’s car.

Mazda onto a winner with this pumped up supermini Mazda is a car maker going places, with the launch of a host of new models in recent months. And this baby SUV – the CX-3 – could be the most significant of them all. Already populated by the Nissan Juke, Vauxhall Mokka and others, the jacked-up supermini market is booming. But none of them look or feel as good as the small Mazda. Based on the recently launched 2 supermini, the CX-3 comes with a choice of 2.0-litre petrol engines (with 118bhp or 148bhp). There’s also a 104bhp 1.5-litre diesel that can be specced with front- or fourwheel drive. All models get

a six-speed manual gearbox as standard, but a six-speed automatic is an option. Inside, the CX-3 is nicely put together, with a precise and quality feel to the controls. There’s plenty of room in the front, though less in the rear, and a modest boot. Every CX-3 has a 7 inch colour touchscreen, plus DAB, Bluetooth, air-con, alloy wheels and heated, electrically folding door mirrors. There is a premium to pay over rivals, with prices starting from £17,595. On the upside, it is very striking and different, both in looks and quality, than others in this class.

A Skoda that lives up to its name Given the name, it’s a good job the last Skoda Superb is as good as it was – cheap-to-run, comfortable, spacious and competitively priced. And expectations for this new model should be just as high when it goes on sale in the summer, priced from £18,640. Based on the same platform as the latest Passat, Skoda has stretched the wheelbase by another 80mm, which means even more legroom in the rear. The new Superb is also around 75kg lighter than the previous model, which should improve ride comfort, handling and fuel consumption. Its aerodynamics have been tweaked, too, further enhancing

efficiency. A total of seven engines will be available from launch, including four turbocharged petrol engines and three turbocharged diesels. Power outputs will range from 118bhp, from the 1.6-litre diesel, up to 276bhp from the new 2.0-litre petrol engine. The 1.4-litre petrol engine will be fitted to the entry-level Superb. These engines are expected to offer up to 30 per cent better fuel consumption and CO2 emissions than the outgoing range. Value and luxury remain the Superb’s calling card. The entry level S models come with a good level of standard equipment, including 16-inch alloy wheels, LED rear

lights, a leather steering wheel, digital radio and Bluetooth connectivity. Skoda dealerships start taking orders in June for deliveries in September.

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[LIFESTYLE] DAVID GILLMORE, HEAD CHEF, JAMES STREET SOUTH

CULINARY DELIGHTS Cooking a deliciously crisp, umami-rich Peking duck is certainly not renowned as a quick fix for hunger pangs but it can be well and truly worth the wait and effort. David GilLmore, Head Chef at award winning Belfast restaurant James Street South, has created an easy-to-follow recipe that will result in a mouth-watering and memorable meal. When prepared properly, the skin should crackle and crunch under the lightest bite, and the meat should be tender, moist and full of flavour. There are many reasons why duck is a firm favourite of chefs worldwide, and this recipe should prove a winner with all dinner guests. INGREDIENTS Serves 4 Ducks 2 whole ducks 100g salt 100g sugar Zest of 1 lime, 1 lemon and 1 orange 1 litre duck fat or vegetable oil

Silverhill Peking Duck

Pea puree 500g peas Creamed potato 700g Maris piper potato (in skins) 250 ml milk 200g diced butter 5g salt Garnish Selection of seasonal baby vegetables 1 teaspoon chopped tarragon 200ml duck jus or any suitable meat jus Ask your butcher to separate the breast and legs from the whole bird. Make a marinade up by blending the salt, sugar and zest of the lemon, lime and orange together. At this point we are only cooking the duck legs, so season the duck legs with salt and pepper and pour over your marinade. Cover with cling film and place in fridge for 24 hours. Once marinated, wash the excess salt from the outside of the duck legs and place in a casserole dish and cover with the duck fat / vegetable oil. Place in a preheated oven at 130c and cook until the meat falls from the bone. This will take up to 3 hours. For the creamed potatoes, wash the potatoes and then place in an oven at 150c for 40 minutes. Scoop the potato from the skins and push the cooked potato through a potato ricer, leave the flesh to the side. In a saucepan add 450g of potato to the milk and gradually add in the butter and mix until smooth and season with salt to taste. This should have a really creamy consistency. For the pea puree, cook the peas in boiling salted water until tender. Drain and blend in a food processor until smooth. Season to taste.

To assemble the dish you still need to cook your duck breasts. Start by heating a pan and colour the duck skin-side down until coloured. We tend to use frying pans in the restaurant as you can place these in the oven (no plastic handles). Once coloured, place the duck breasts in the oven and cook at 180c for approx. 6 minutes. The core of the breasts should read 60c on a meat thermometer. To serve, place the duck breasts on the plate, serve the leg meat which should be removed from the bone with some of the

creamy mash (this is similar to a cottage pie in theory). In the restaurant we would top it with some small croutons and crispy duck skin pieces. Serve with the pea puree and some baby vegetables. On this occasion, we have used Chantenay carrots, radishes, peas and parsnips but you can use whatever is in season. To cook the baby vegetables place in a small amount of boiling water and butter, add the chopped tarragon and season to taste. To give the vegetables a nice glisten spoon over a little of the water and butter and finish the plate with some jus.

NI Chamber 93

[LIFESTYLE] Ashleigh Addis, Woman’s Editor, Ulster Tatler

Easy breezy

Make life simple for yourself and visit The OUTLET, Banbridge for all the latest trends for him and her this season. Home to more than 50 of the world’s bestknown retail brands, it is a shopping and leisure destination like no other. This issue Ashleigh Addis looks at some eye-catching daywear options for you ladies. Think light linens and summer sandals to create an effortless look. And not forgetting the men. Whether you have a stylish event to attend or you just want to turn a few heads, Savoy Taylors Guild at The OUTLET has everything you need to create a sharp, sophisticated look.

Grey button down check shirt by Moss London, RRP £35 The OUTLET £25 - Savoy Taylors Guild. Teal oval design silk tie, RRP £25 The OUTLET £17.50 Savoy Taylors Guild.

All suits from Savoy Taylors Guild.

Green floral vine silk tie by French Connection, RRP £25 The OUTLET £17.50 - Savoy Taylors Guild.

94 NI Chamber

Blue tailored fit single cuff button down collar chambray shirt by Moss 1851, RRP £35 The OUTLET £20 - Savoy Taylors Guild.

L.K.Bennett Mena dress, RRP £225 The OUTLET £135. Mena jacket, RRP £245 The OUTLET £125. Colette sandal, RRP £185 The OUTLET £110. Rosie bag, RRP £350 The OUTLET £210.

Jaeger crisscross linen/cotton tunic, RRP £99 The OUTLET £65.

Jaeger cotton/linen shirt dress with belt, RRP £150 The OUTLET £99.

Jaeger cotton/linen capri pants, RRP £99 The OUTLET £65.

L.K.Bennett Connie platform sandals, RRP £160 The OUTLET £95.

L.K.Bennett Naomi black sandal, RRP £135 The OUTLET £80.

L.K.Bennett clutch bag, RRP £225 The OUTLET £95.

NI Chamber 95

[Columnist] jim fitzpatrick, INDEPENDENT BROADCASTER

sign off... Balancing the books? THE CUTS IN FURTHER AND HIGHER EDUCATION ARE ON COURSE TO CONTINUE NORTHERN IRELAND’S BRAIN DRAIN WRITES JIM FITZPATRICK.

usterity continues to rule. The cuts in public spending are scheduled to run until 2020. An unprecedented two full Westminster terms of reduction. The challenge for the devolved administration at Stormont – powerless to halt the decline in money from the Treasury – is how it responds and manages its declining income. The evidence to date is that the folks on the hill are unwilling to make difficult choices that will nurture economic growth, but are wedded to apparent easy options that pander to their electoral base. That’s fine. That’s democracy. But the local politicians need to realise that they are making choices that have consequences.

have responded with their own cuts. The Ulster University is dropping 50 undergraduate courses and Queen’s is cutting 230 jobs with around 300 student places being sliced off each year for the next three years. Essentially, it means thousands fewer at university in Northern Ireland. Meanwhile the Executive over-ruled the higher education Minister Stephen Farry who wanted to impose cuts on Belfast’s two teacher training colleges. Stranmillis and St Mary’s produce well educated teachers but they produce too many and there aren’t enough jobs for them. However, in order to preserve the sectarian status quo the Executive ruled that this folly must continue.

That might not have been popular – just ask Nick Clegg – but the consequence of keeping the cap on fees in Northern Ireland is that there are fewer places offered to students here. And fewer opportunities to attract serious talent from across the globe – a vital part of the university ecosystem in this connected world. It also creates the ridiculous circumstance where those students who don’t find places here in Northern Ireland can take places in UK universities and charge the extra cost back to the Stormont Executive. So, the budget has effectively incentivised school leavers here to seek opportunities elsewhere at the price they would pay at

No one, except some of the politicians, is pretending that it’s easy. The challenge is to make smart choices and, unfortunately, that’s not what they’re doing so far. The biggest demonstration of this is the approach they have taken to further and higher education funding. In its recent budget, the Executive imposed an 8.3 per cent cut in funding for higher education, around £17 million. As a direct consequence of this, the two universities

Why waste money training more movie animators, software engineers and research scientists to build the new economy when we can spend vital resources protecting an outdated social system that has political support? Perhaps the cuts to the Department of Employment and Learning were inevitable. But all budgets are a balance of spending and revenue. No thought seems to have been given to an obvious revenue solution such as increasing university fees.

home. It’s as if Stormont wants to accelerate the brain drain from Northern Ireland rather than halt or reverse it. Maybe none of this matters to Sinn Fein if it can still ensure it has money to fill the holes in the welfare budget. The DUP – which has tried to take a more realistic approach on welfare – will try to cover its embarrassment by rattling the cage on flags and parades. Meanwhile the bright talent that this region so desperately needs to build the future will be off building its future elsewhere.

96 NI Chamber

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