Ambition Issue 32 (January/February 2019)

Magazine of Northern Ireland Chamber of Commerce and Industry

January/february 2019 ISSUE 32 £2.95

CIPR PRide Awards 2017 - Best Publication

Campaigning for Commerce and industry

Allstate’s John Healy steps into NI Chamber Presidency role

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BUSINESS

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C O N F E R E N C E S | GA L A D I N N E R S | TEAM BUILDING | INCENTIVE GA L G O R M . C O M

January/February 2019 Issue 32

Contents NI CHAMBER COMMUNICATIONS PARTNER

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The President’s Banquet John Healy, Ellvena Graham, Secretary of State Karen Bradley, Ian Henry and Ann McGregor.

Editor: Adrienne McGill Publisher: Chris Sherry Advertising Managers: Lorraine Gill & Gerry Waddell Editorial Assistant: Joanne Harkness Email addresses: adrienne.mcgill@northernirelandchamber.com / lorraine.gill@ulsterjournals.com / gerry.waddell@ulstertatler.com Websites: www.northernirelandchamber.com / www.ulstertatler.com Addresses: Northern Ireland Chamber of Commerce and Industry, 4-5 Donegall Square South, Belfast, BT1 5JA Tel: 028 9024 4113 Publisher: Ulster Tatler Group, 39 Boucher Road, Belfast, BT12 6UT Tel: 028 9066 3311 Printed by: W&G Baird, Antrim. Front cover photography by: David Cordner.

NI CHAMBER PATRONS

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At a Glance News: 06 Neueda wins significant contract 08 Devenish invests in next generation of talent 10 EE announce plans to launch 5G in Belfast Columnists: 12 Gillian Armstrong 14 David Clements 20 Ciaran Duffy 40 David Allister 60 Conor Coyle 64 Nigel Harra 72 Ian Rainey 84 Brendan Drain 96 Jim Fitzpatrick Chamber Chief: 22 Update 24 The McAvoy Group wins award 25 NI Chamber & Invest NI welcome international partnership 26 Growing Something Brilliant 27 Danske Bank Export First with Armstrong Medical 32 NI Chamber headline events Features: 16 Keeping it in the family 18 Stairway to seven 36 Campaigning for commerce and industry 52 Travelling to new lengths 54 On the ascent 56 Drive to thrive 58 My Ambition 66 Feeling secure 69 Broadband boost but the job isn’t done yet

70 A good sport 74 Exciting opportunities for 2019 Appointments: 78 Talent Acquisition

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Special Section: 41 2019: The Year Ahead Lifestyle: 86 Business Class Motoring James Stinson 94 Fashion: The right stripes Joanne Harkness 95 Dine & Wine Chris Rees and Andrea Mola

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54 62 Cover Story 66

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editorial

President’s Perspective

2019 Must Bring Clarity to Business...

I

am delighted to take on the role of NI Chamber President during what is one of the most economically sensitive times in our recent history.

2018 was a year of many challenges for the local business community, with the continuing absence of the NI Executive and the ever more ominous threat of Brexit. The backstop, re-elections, votes of confidence (or lack of) were among the words making their way across news sources in the UK, and even globally. And Northern Ireland was, and still is, centre stage.

Many of our members tell us that they are entering 2019 having not been able to plan ahead for the year due to the ongoing political uncertainty at Westminster. It is now time to put political games to bed. As a business organisation we want to see an outcome that’s best for businesses, for consumers, for the economy and for the future stability of Northern Ireland. Firms are still in the dark as to what trading conditions they will face. Neither the country nor businesses are prepared for a no deal Brexit, so parliamentarians on all sides must redouble efforts to ensure that we don’t face this scenario by default.

Whilst Brexit dominates the political and economic climate, it is important to also remember that there are a number of issues within our control that we could address via an Executive. The priority must be to get an Executive back as soon as possible to implement an Economic Strategy and progress a number of key projects that are currently being held up in their absence.

These include the much needed Belfast Transport Hub; the roll out of super-fast broadband and the North South Interconnector to name a few. We cannot go another few months without these key decisions being made - another year is unthinkable.

It is important to highlight that despite these key challenges, we have much to celebrate as a business community as we enter a new year. For example, the collaboration and positive attitude of our councils, educational institutions, and businesses has led to the approval of the £1billion Belfast Region City Deal, which is poised to benefit our economy massively in the coming years. Hopefully, 2019 will bring another one in the North West region.

It is now important that we maintain this positive outlook over the next twelve months. We have a wealth of innovative and successful businesses, an exceptional higher education sector and a resilient and forward-thinking workforce. We must make it our priority to answer our economy’s demands for skilled workers and support those businesses who need our expertise and guidance in this ever more global and increasingly changeable world.

At a time when the Chamber of Commerce movement has never been more important, I look forward to working with NI Chamber Chief Executive Ann McGregor, Vice-President Ian Henry and the Board, Council and Executive team at NI Chamber over the next 12 months to ensure that our members are provided with the very best support to enable them to grow their businesses.

John Healy President Northern Ireland Chamber of Commerce and Industry

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NEWS

Ni economy set to grow in 2019 danske bank

The NI economy is set to grow by 1.2 per cent this year having experienced 1.1 per cent growth in 2018. Danske Bank’s latest report said 2018 was a year of “modest” growth with only a slight pick-up expected in 2019 in the face of ongoing uncertainty around Brexit, some pressure on household budgets and the local political situation.

carson mcdowell announces new senior appointments Carson McDowell has announced two senior appointments effective from 1 May 2019.

Roger McMillan and Neasa Quigley will take over the responsibilities of the Managing Partner role from Michael Johnston, who has served eight years as Managing Partner and will continue to act as a consultant to the firm after stepping down.

Pwc to move to merchant square in belfast’s biggest office deal PwC has struck Belfast’s biggest private-sector office letting deal to become the anchor tenant in the city’s Merchant Square development.

Currently based in Waterfront Plaza, PwC’s existing 2,000 staff will relocate to Merchant Square during the summer of 2020.

belfast harbour grabs world’s largest crane Belfast Harbour has invested £3m in the world’s largest hydraulic crane to enhance its cargo handling capacity. The 370 tonne crane can manage individual lifts of up to 50 tonnes. At almost 40m high, the crane will be the largest of its kind operating in any British or Irish port, and can unload and load multiple types of cargo. It is designed to discharge up to 1,000 tonnes of bulk cargo such as grain or animal feed per hour.

Nick Coburn awarded cbe in new year’s honours NI Chamber Past President Nick Coburn has been awarded with a CBE for services to the economy in Northern Ireland in the New Year Honours list.

Nick is Group Managing Director and Vice-Chairman of Ulster Carpets in Portadown, overseeing the firm’s growth into one of the leading luxury Nick Coburn. carpet-makers in the world, with a client list including casinos and high-end hotels in Dubai and the US. As NI Chamber President, Nick was instrumental in the launch of ‘Learn Grow Excel’ NI Chamber’s major initiative aimed at helping businesses to export or upscale.

Galen appoints dr dennise broderick as managing director Galen Ltd, the Northern Ireland based pharmaceutical company, has announced the appointment of Dr Dennise Broderick as its new Managing Director and President. She will report to Alan Armstrong, CEO and Chairman, Almac Group, the parent company of Galen Ltd. Dennise is a highly successful, respected and inspiring Executive Business Leader, with an extensive career within the pharmaceutical industry. Most recently Dennise held the position of Country Manager, leading the Irish affiliate of IPSEN Pharmaceuticals and was responsible for all aspects of the business.

Dr Dennise Broderick.

neueda wins significant daera tech contract Belfast-headquartered international technology company Neueda has been awarded a major contract by the Department of Agriculture, Environment and Rural Affairs (DAERA) to support its ongoing programme of digital transformation.

Aimed at moving 1.6 Neueda’s Brendan Monaghan and Paul McGurnaghan million transactions from DAERA. online annually, DAERA has engaged Neueda to provide application development, technical delivery support, testing and Geographic Information System (GIS) services. The contract is for a three-year period, with three optional extension periods of two years each. Neueda is the lead organisation in delivering the contract, with tech companies Version 1, SQS and Stiona also included in the winning bid. The initial contract is worth £21m, with significant additional provision planned over the contract lifetime.

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translink supplier engagement event takes off mjm group opens branch in poland World leading marine outfitter, MJM Group has established a presence in Poland with the opening of an office in Gdanski. Based in Pruszcz Gdański, the office will be primarily a Design and Administrative hub, which will support key activities and projects at the company’s headquarters in Northern Ireland.

lava group to protect queen’s university belfast The Lava Group’s OneTouch Integrated Security Management software has been selected by Queen’s University Belfast to replace their existing physical security information system.

Lava was chosen following a detailed tender process and awarded a 10-year contract, to supply and maintain the solution. It includes integrating a wide range of CCTV camera technology and other security sub-systems including intruder, panic, access control, and fire and building management alarms.

Bloc Blinds device takes Vegas stage Magherafelt’s Bloc Blinds has showcased its state-of-the-art ‘Bloc iQ’ Smart Home Device at the Global Consumer Show in Las Vegas. The global gathering is the tech world’s biggest event for innovators and breakthrough technologies, attracting 4,000 exhibitors and over 180,000 visitors.

The patent-pending Bloc iQ device is designed to increase home comfort and security and will also allow for energy savings due to light and heat level monitoring.

Translink has joined forces with InterTradeIreland to deliver a major supplier engagement event early this year. Taking place on Tuesday 26 February 2019 in Titanic Belfast, suppliers will have the opportunity to meet Translink’s procurement team and engage directly Launching the event are Translink’s Chief Financial Officer with decision-makers Paddy Anderson, Translink Head of Procurement Tricia across the Group’s key Massey and InterTradeIreland Chairperson Ken Nelson MBE. business functions including engineering, fleet and vehicle maintenance, construction, professional services, property maintenance, marketing/PR and technology.

There will also be workshops examining various aspects of the tendering process plus a number of current Translink suppliers will discuss sub-contractor opportunities.

Devenish invests in next generation of talent Agri nutrition company Devenish is investing in future talent through two initiatives – one aimed at training graduates and one at supporting PhD students in their research.

The Devenish Professional Graduate Gillian McAuley, Group HR Director, Programme will be the company’s Devenish; Ryan Connor, People largest ever intake of graduates. Now Development Manager, Devenish; open for applications, it will bring up Anna Carmichael, current Graduate to 11 graduates into the company to Trainee, Devenish. specialise in one of four development pathways: Business Services, Commercial, Operations, Technical and Nutrition.

In addition, Devenish will soon launch a Doctorate bursary programme in partnership with Queen’s University Belfast (QUB). The programme will see Devenish support a number of PhD students each year, providing a year-long placement within the company during the course of their research.

new executive search and selection firm launhes Ruth McDonald, a seasoned executive recruiter in the Northern Ireland industry, has recently launched Narratology Executive Search and Selection based in Belfast’s Arthur Street.

Ruth has a strong track record in successfully appointing leaders to organisations from PLCs and FDI-backed market entrants to family-owned, SME and start-up businesses at C-Suite, Director and Senior Manager level.

Ruth commented: “The Narratology model is unique in Northern Ireland in that we have an in-house research team identifying and approaching candidates as can be found in high-end consultancies in London.”

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Ruth McDonald.

EE ANNOUNCES PLANS TO LAUNCH 5G IN BELFAST Mobile network EE has announced that Belfast is among the six cities chosen for the first phase of its 5G launch. The network, which is part of the BT Group, joins the UK’s other capital cities – London, Cardiff and Edinburgh – as well as Birmingham and Manchester.

EE is switching on 5G sites in 16 UK cities in 2019, including Glasgow, Newcastle, Liverpool, Leeds, Hull, Sheffield, Nottingham, Leicester, Coventry and Bristol.

EE is building 5G in the UK’s busiest places, where the power of 5G technology can really make a difference by providing a more reliable data connection even in the biggest crowds.

EE will launch with multiple smartphone partners, as well as an EE 5G Home router with external antenna, to showcase the power of 5G for broadband.

The BT Technology team is virtualising elements of the core network for 5G rollout in 2019, and is building a next generation 5G core in line with the next stage of global 5G standards, with virtualised network functions on a cloud native infrastructure, creating the basis for a smart and fully converged agile network. The BT 21CN backbone network is Petabit-class, and will ensure the future-proofed scale required to enable a world-leading 5G experience.

Jim Rodgers, Chair of Belfast City Council’s Strategic Policy and Resources Committee, said: “This is fantastic news from EE which will bring the latest mobile technology to Belfast and further enhance the city’s credentials as a place to live, visit and do business.

“Today’s 5G announcement from EE supports our digital strategy, investment in fibre networks, and the plans in the recently announced Belfast City Region Deal to create smart districts. This will support our growing competitive advantages in connectivity and the knowledge economy. The timing is perfect for Belfast.”

“Our 5G trials are going well, giving us valuable insight into both the performance of the new technology and the challenges of upgrading sites with this new equipment. We’re confident that we can bring 5G to the busiest parts of Belfast and the UK in 2019. We’ll start with the busiest ‘hotspots’, meeting the greatest demand from our customers, and keep upgrading in more places from there.”

Marc Allera, CEO of BT’s Consumer division, said:

• • •

• •

EE names Belfast as one of six cities chosen for phase one of 5G launch EE investing in 5G upgrades in 16 UK cities in 2019 London, Cardiff, Edinburgh, Birmingham and Manchester join Belfast as the busiest locations chosen for 5G launch across the UK 5G Smartphones to be introduced alongside 5G Home router for 5G broadband EE also building next generation 5G core network, with virtualised network functions on a cloud native infrastructure

BT SECURES NORTHERN IRELAND PUBLIC SECTOR CONTRACT BT has been awarded a multi-million pound nine year contract by the Department of Finance (DoF) to provide industry leading telecommunications services to all public sector bodies across Northern Ireland.

BT will deliver network and unified communication services including new hardware, software and network security services across eleven Government departments and other public sector bodies.

The contract, which is valued at around £50m over nine years, could grow to a maximum of £400m as other services and customers take advantage of the benefits the new network offers.

Caption: Pictured at the announcement from left are: Melanie McMordie, BT Enterprise PSSN Business Director, Paul Wickens, Chief Executive – Enterprise Shared Services, NICS, Paul Murnaghan, BT Enterprise Regional Director NI and Irene Kincaid, PSSN Contract Manager, NICS.

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COLUMnIST

Professor Gillian Armstrong, Ulster University Business School

Making an Impact!

Professor Gillian Armstrong, the first Director of Business Engagement within the Business School, highlights the opportunities for business in engaging and partnering with Business Schools.

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he important partnership between business and university has been transformed over the past decade, no more so than within Business Schools.

Through a progressive approach to business engagement across UUBS, we are taking a critical role in identifying and responding to clear signals in the NI and Ireland skills market.

The Ulster University Business School does this in four ways - companies feeding into curricula, making sure they get the skills they need; a network of senior executives coming in as visiting professors to mentor staff and students; working with other forwardthinking educational partners in the US and China; and ensuring value for the business community through a commercially focused advisory forum. What we want to really do is have people leaving the business school going into businesses where they can make an immediate impact.

Ulster University Business School (UUBS) recently featured in ‘The Impact Factor’, a news and current affairs-style programme produced in partnership with ITN Productions and the Chartered Association of Business Schools (CABS), which reported on the unheralded impact UK business schools have on the UK’s economy and on society more widely. The UK’s business schools are a critical part of the UK higher education sector and contribute more than £13bn to the UK

economy every year. Presented by national newsreader Natasha Kaplinsky, ‘The Impact Factor’ gives an unprecedented insight in to those at the forefront of academic excellence in UK business schools across the country and underlines the value their far-reaching impact has on UK productivity and beyond.

The film focused on UUBS’s innovative approach to developing new educational models and how the School is engaging with business and disrupting traditional learning models. There are impactful insights from Deloitte Belfast, for whom UUBS work in partnership on a co-created Degree Apprenticeship programme (“Brightstart”), and FSB with whom UUBS has engaged to provide expert research and resource to help small business chart a course through turbulent times.

Deeply committed to supporting the growth and development of the regional economy, Ulster University Business School has sought to ensure that the Business School works closely with the professional and financial services sectors to actively support

the supply of skills and the attractiveness of Northern Ireland as a location to do business.

UUBS are keen to actively engage with Business and help support individual business and wider sectoral partnership activity in developing a range of innovative solutions to support talent strategies, management and executive development. Whether it is through one of our open programmes, short courses or through us working with you to build a bespoke programme for your organisation, we are ready to work with you.

For further details and to start the conversation, please contact one of our Business Development Managers: Mrs Maureen Fox (Tel: 028 9036 8587; m.fox@ ulster.ac.uk) and Mr Nicholas Read (Tel: 028 9036 8880; n.read@ulster.ac.uk).

The CABS “The Impact Factor” programme, featuring Ulster University Business School and key partners can be viewed at: https:// www.ulster.ac.uk/executive-education

“The Impact Factor gives an unprecedented insight in to those at the forefront of academic excellence”

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COLUMnIST

David Clements, Client Managing Director NI, Fujitsu

David Clements, Client Managing Director NI at leading ICT company Fujitsu, explores how organisations are being challenged to manage and respond to the demands and influence of employees in today’s digital workplace.

O

ur latest independent research exploring business success in an age of digital transformation reveals an interesting shift of focus for leaders. Where once success felt very much hinged on the customer, it is increasingly clear that employees and citizens within society play a huge role in the success of an organisation. Conducted by Censuswide, our ‘Co-Creating for Success’ Report finds that of the three groups of people core to business success, companies now put most importance on serving employees, customers and society.

This presents business leaders with a challenge. Digital and societal transformation means that the skills we expect our employees to possess have changed, and employee demands are also evolving. For example, there is a greater expectation on flexible and remote working, while managers expect team members to be more adaptable, technologically savvy and productive. Two thirds of those surveyed in our report say that employees have an increasing amount of influence on their business, and when it comes to the type of people they want in their team, business leaders believe innovators (54%), collaborators (49%) and doers (46%) are most critical to success. Interesting, this preference changes in the public sector where collaborators are the most in-demand, selected by over half (51%) of leaders. On the whole, 73% of those surveyed believe unlocking employee creativity is vital to the success of their business and a similar number, (74%), believe employee happiness is intrinsically linked to their organisation’s success.

With this insight front of mind, how can businesses look to harness the talent of employees while also attracting, inspiring and retaining team members? Being known as a business that listens and encourages employees can boost attractiveness to new

Talent Management in a Digital Age talent, while high employee engagement levels have been shown to have a significant positive impact in the workplace, from increasing productivity to reducing sick leave. Almost half of the organisations surveyed in our report said they have lost great people because they felt stifled and frustrated due to lack of staff engagement. For sectors facing skills shortages like technology and ICT, statistics like this cannot be ignored. Talent management that enables and empowers teams to learn, develop and deliver should therefore be a key strategy pillar for businesses in 2019.

In practical terms, we see talent management evolving in a number of ways.

Within the context of agile working, next year we’ll see more examples of leaders acting as

world, where there is so much turbulence and uncertainty, those organisations which encourage a more collective and collaborative approach are the ones that will be successful.

There has been a lot of pressure put on artificial intelligence to solve business challenges, and HR is no exception. While there have been great advancements in terms of processing power and creating data efficiencies, the technology is still in its infancy as demonstrated recently

by Amazon’s AI recruiting tool which showed bias against women. Businesses therefore need to properly evaluate where technology, AI and its current capabilities can add value.

The biggest challenge of all for many

“Almost half of the organisations surveyed in our report said they have lost great people because they felt stifled and frustrated due to lack of staff engagement.” ‘scrum master’. A ‘scrum master’ empowers teams to deliver what they need in the workplace by helping unblock things – whether that’s approvals from senior members of the team or adopting new, streamlined and intuitive processes. It’s not about telling the team what they need to do, but more about making sure they have the freedom to make the most impact.

We also envisage a more collaborative approach to leadership. If economic and political developments showed us anything in 2018, it’s that nobody has all the answers – so leaders and talent in general need to be good at thinking and working collaboratively towards an action plan. No longer can one person make all the decisions – in today’s business

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businesses is attracting the innovators, collaborators and doers to new roles. This is a particularly important in Northern Ireland when we consider the potential growth of our Knowledge Economy, which could create up to 16,500 professional, scientific and technology jobs in a high-growth scenario by 2026. Talent outreach across society - from young people, to graduates, apprentices, career switchers and work returners - will continue to be a crucial element for business growth strategies in 2019. It’s a key focus for us as a business and we hope to capitalise on the positive relationships we have built with educators like Belfast Met, our peers, and business groups like Women in Business to showcase the attractiveness of a career in the sector.

BUSINESS IMMIGRATION EXPERTISE AND ASSISTANCE Conor McCrory, Associate at Cleaver Fulton Rankin

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Cleaver Fulton Rankin’s immigration team is recognised as a collaborative, friendly team that delivers innovative strategic solutions and guidance to clients. We take time to understand our clients’ needs and provide them with clear and concise advice to suit their requirements.

We assist a diverse range of businesses whether facilitating the employment of highly skilled foreign nationals or global enterprises with high volume intra-company transfer services, our clients value us for our rapid response, high level of personal attention and ability to find ground breaking solutions for them.

We work closely with partners and our global network of experts to give clients access to the best advice in over 90 countries where they are setting up or expanding their businesses and recruiting or relocating their staff. Through our audit, compliance and due diligence services we assist and train

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We act for a wide variety of corporate clients including asset managers, global law firms, technology businesses, banks, private equity firms, consulting businesses, pharmaceutical manufacturers and architects. Our dedicated client teams assist with strategic planning, end-toend sponsorship and visa support and provide comprehensive support with UK immigration compliance. Our service model is based on flexibility, enabling us to provide outstanding service to clients ranging from the smallest start-up to global businesses. We support HR teams in managing their UK and global immigration needs, providing business intelligence on global trends and through sharing our know-how with clients through our regular alerts, workshops, webinars and training.

Business Immigration Services available at Cleaver Fulton Rankin We offer full immigration support services for: Points Based System (PBS) visas • Tier 2 (General) • Tier 2 (Intra Company Transfer) • New hires • Extensions • Business visitors • Dependant applications • Tier 5

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FEATURE

Keeping it in the family Mount Charles is Ireland’s largest independently owned catering and business support services company, founded by Trevor Annon 30 years ago. Mount Charles is a multi-service business including catering, cleaning, events, vending, outsourcing and retail, with a workforce of 2,500 people and a £40m turnover, it services over 400 customers across the UK and Ireland.

Trevor founded the business in 1988, with the vision to create a local company capable of competing in a market dominated by multinational giants, with local partnerships, produce and employment at its core.

In 2013 after 25 successful years in business, Trevor moved from the role of Managing Director to that of Chairman and in December 2016 he opened a state-of-the-art £1.6m Belfast headquarters, in a significant statement regarding the company’s commitment to future growth and development.

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Father:

Trevor Annon - Chairman and Founder The Mount Charles story is one of what is now a very large family that became a significant player in the Northern Irish economy.

Mount Charles would never have happened if it was not for the support of my own immediate family. It is easy to forget the many evenings and weekends that I was working and my wife Kate was left to look after our young kids, when other fathers were with their families in the park. But I am so very proud of what we have achieved together.

I served my time in Contract Catering, working at senior level with two multinationals who dominated the local market. I really enjoyed this period of my life, met some great people and also gained great experience.

Applying my entrepreneurial skills, I decided there was an opportunity to create a local company to compete against the big boys. I often use the example that it was David versus Goliath and the reality was that they could have taken me out, had they chosen to do so.

Our very first contract was a Social Security

Office in Shaftsbury Square, opposite what became our home for over 20 years. Within a short period of time, our client portfolio was beginning to look impressive and we were becoming a force to be reckoned with.

The first 30 years has been a roller coaster and I still find it difficult to comprehend what we have achieved. It was not all plain sailing and indeed, I am often asked what motivates me, the answer is simple, fear of failure keeps me going.

In terms of the future, the one thing I am sure of is that the company will remain in the hands of the Annon family. My two sons Chris and Gavin play an important role in their respective departments and Kate and my daughter Louise continue to provide us with their unyielding support.

Mount Charles’ growth trajectory in the last few years has been significant, both in terms of revenue and employees. Developing our business further in ROI and GB is high on our agenda, as is moving further into the franchise world, with our Freshly Chopped healthy eating restaurants.

Son:

Gavin Annon - Head of Sales & Marketing It’s great to be involved in a family company that is deeply rooted, with strong values.

When my Dad set up Mount Charles 30 years ago, I’m sure he never in his wildest dreams thought it would become what it is today. That said, as a family we are incredibly proud of what he has achieved and now it’s our job to keep the ship sailing!

My involvement with Mount Charles started a long time ago when my Dad used to take us out on his ‘Saturday runs’ around the units. We did everything from clearing dishes, washing pots to serving ice cream.

Learning how the units operated gave us all sound experience. One memory that sticks out was during our time operating the PSNI (RUC back then) contract.

When the Drumcree conflict was at its height, we all chipped in to assemble thousands of packed lunches, 18 hours a day, to keep the police service well fed.

After finishing school, I knew it was important to get a solid education under my belt and gain as much knowledge as possible. I went on to complete

a degree in Business Information Technology in Queen’s University. I always had a passion for sales and marketing so I continued on my educational journey and secured a professional postgraduate diploma with the Chartered Institute of Marketing.

To satisfy my entrepreneurial drive, I set up a couple of my own ventures in the property and entertainment sectors, to get a feel for running my own business and the challenges that presented. I enjoyed this period of my career and learned so much in the process. Still, to this day I love DJing, which is my weekend outlet from a stressful week!

In my current role, Head of Sales & Marketing at Mount Charles, I’m enjoying the daily challenges we face and building our vision for the future.

My brother Chris is heavily involved in the vending side of the business. He has some great ideas on developing that service line and in true brotherly spirit, we have given our Dad the commitment that Mount Charles will remain a family-owned company.

Son:

Chris Annon - Vending Manager From an early age and probably being the oldest, I had the enjoyment of going out and about with my Dad on his unit visits. I pitched in and helped clearing tables and at this age it was very clear the profession that Dad was in was hard work.

I decided at school that this was the profession that I would like to work in when I was older and after obtaining my GCSEs, I was accepted into BIFHE Brunswick Street catering college where I obtained my GNVQ Advanced in Catering Management and my professional diploma HCIMA. Dad was very supportive, but I also harboured a dream to be in the Fire Service. I joined up in 1996

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and still serve as a Crew Commander in Lisburn Station. The dynamic of being in the Fire Service and now working for Mount Charles for over 20 years has worked very well.

Within Mount Charles I look after vending sales, which has allowed me to work closely with my brother Gavin. We are both very much involved in planning for the next era of Mount Charles, where we are looking to gain significant business within ROI and GB. My Dad and I enjoy a few pints together, which is known in Mount Charles as the unofficial board meeting - but all joking aside, I am very lucky to have a Dad who is also my best friend.

FEATURE

Stairway to Seven My seven steps for business success

Georgina O’Leary is the UK Government’s Northern Ireland FinTech Envoy. Georgina was appointed by the Chancellor of the Exchequer to promote the growing financial technology sector in Northern Ireland.

She is also the Director of Innovation, Research and Development at Allstate Northern Ireland, which provides high quality software development services and business solutions to the Allstate Corporation and employs approximately 2,400 people in Northern Ireland.

She joined Allstate in 2003 and is responsible for a staff of 800, with many located at various sites around the world.

1. LEARN TO SWIN IN THE DEEP END

I’ve always loved throwing myself into challenges. You learn so much more and get so much better when you’re working outside your comfort zone. FinTech is a fast paced, innovative environment; blink, and the whole sector has changed. You can be successful, or you can be comfortable, you’re never going to be both.

2. SMALL IS BEAUTIFUL

I think everyone should spend some time working in a start-up. I’ve spent part of my career working in them and I know that small firms have some real advantages in terms of their agility and flexibility. The lack of job security puts people off but in FinTech especially, some of the most exciting work is being done in small firms. In Belfast the Catalyst Belfast Fintech Hub and the Ormeau Baths are filled with small indigenous firms that are competing on a global scale.

3. BUT SOMETIMES SIZE MATTERS

I’ve worked in start-ups but also in big firms. I’m at Allstate, one of the biggest insurance providers in the world, which you would imagine is a million miles away from the start-up scene, but innovation is a core part of the ethos here too. The real benefit of working in a large firm is the access to resources and talent. The most successful people in my industry recognise the importance of working in both big firms and small firms.

4. CREATIVITY IS CONTAGIOUS

One of the most underrated skills in the

world is creativity. I see every day in the FinTech sector how important it is. The best thing about creativity is that it’s contagious.

If you put the right minds in the room and create the right conditions, you’ll see them bounce off each other and create something so much greater than the sum of its parts.

5. HAVE FUN WITH WHAT YOU DO

FinTech is a serious business. It’s revolutionizing the UK economy and affecting every single aspect of our lives.

FinTech is being used to deal with the biggest issues facing us all today, but the very best people who work in this sector are the ones who love what they do, who have fun doing their work. Success comes so much easier when going into work doesn’t feel like a punishment, but a pleasure.

6. DIVERSITY IS STRENGTH

It’s really difficult to encourage women into tech. Honestly, I’m not sure why because

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I know that girls at a young age are often interested in maths, but something along the line stops them from pursuing it. It’s never been something that’s held me back but one thing I have learned from working in teams, both large and small, is that the more diverse they are, the stronger they are. Build teams around you with lots of different faces.

7. listen to your mum

When I was a teenager my mum told me I should study computing as it would land me a good job. This was back before the IT revolution and there’s no way she could have known that, but I trusted her, and it turned out to be true. It might not be your mum, but the lesson I’ve learned is that it’s important to have people around you whose advice you can trust. The same is true in business, you’re only as good as the people you surround yourself with.

Working together to achieve your financial goals We aim to simplify and streamline your financial affairs, helping you understand and improve your current financial position.

We are committed to our clients throughout each life stage, helping you achieve your goals leading up to and beyond retirement.

Your Expectations • financial industry knowledge - to understand the complexities of financial products • suitable solutions - tailored to your circumstances • certified - advice from experienced and qualified advisors Our Commitment • be open, honest and transparent in the way we deal with you • place your interests above anything else • communicate clearly, promtly without jargon

independent financial adviser www.newbridgefinancialplanning.co.uk

COLUMnIST

Ciaran Duffy, General Manager - Private Sector, Neueda

Technology and Innovation - Steps Towards Change

Ciaran Duffy discusses nurturing new innovation and ideas

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orking with organisations across a broad range of sectors means we at Neueda are able to identify common challenges and trends that face businesses today.

We are also in the privileged position of being able to help steer organisations along the path to finding solutions.

Many sectors such as insurance, banking and energy are facing fundamental changes in service delivery and evolving consumer expectations. Combined with sectoral disruption and rapidly developing technologies, organisations are being more regularly challenged and finding themselves asking – how can we provide simpler, tailored, responsive solutions? What new revenue streams can we generate? How do we change quickly, or at least try then fail quickly so we can learn?

What they’re really asking is ‘how can we innovate?’ and, without doubt, innovation is the key ingredient in helping businesses succeed in the digital age.

An organisation in need of new digital services and technological change should first define the problem, then set about identifying potential solutions, challenging the business value of these ideas and agreeing any promising potential services.

Organisations in particularly disruptive, competitive markets are understanding the need to embed the culture, methods and technology platforms to enable innovation.

At Neueda, we help our customers look at a problem from a specific perspective or ‘persona,’ using techniques that encourage them to consider ideas outside their comfort zone. We manage the process of developing and testing these ideas; from initial assessments and planning discussions through to the implementation of new digital services and technologies.

Enabling Technology Enabling and implementing your scale of change then comes down to technological capability. Most organisations are collecting vast amounts of data in a range of systems.

New digital services and offerings require data to be brought together to be analysed and presented in new ways.

Nurturing Innovation Innovation needs to be encouraged, cultivated and managed to achieve the best results.

From a digital services perspective, we find that generating new ideas typically comes from a combination of understanding relevant market trends and implementing techniques that encourage creative thinking.

Firstly, it is important to define your team responsible for driving innovation – giving your people structured ownership will help foster creativity and ownership of ideas.

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Any potential new digital services should be prototyped and tested quickly and having a technology runway that can facilitate these requirements is a significant advantage.

There are a number of new technologies such as Microsoft Azure and Amazon AWS that allow you to quickly test ideas in a costeffective way. These platforms are typically cloud-based and pay per usage, avoiding significant investment in hardware or software.

If you are working with an external IT partner, adopting an Agile delivery approach means ideas can be tested and can fail fast – this is the style of working we take at Neueda, blending in with our customers’ business teams to quickly discard ideas that aren’t viable and finding the ones that are.

As you look into the year ahead, perhaps you recognise your organisation is ready to make a change. A change to up your game, to challenge the market, to do what you do better, faster or in a new way. Start by looking at your existing technology; define your ‘innovation architects,’ encourage and nurture new ideas and find a way of testing these quickly. Following these steps will lead you to the space you need to be in to make the right choices – and the change your business needs.

Host with the Titanic Hotel Belfast Titanic Hotel Belfast is the perfect location to host your next event.

We have seven heritage rooms: from the breath-taking, cathedral like space of the Drawing Office holding up to 300 guests, to smaller more intimate meeting spaces designed to cater for all your business needs. We are centrally located in Titanic Quarter and only 5 minutes from George Best Belfast City Airport.

To find out more please contact events@titanichotelbelfast.com or please call 028 9508 2000.

update 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 coming up and what’s taken place recently with a picture gallery over the following pages.

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s we enter a new year, I am delighted to welcome John Healy, Managing Director of Allstate NI, as the new President of Northern Ireland Chamber of Commerce and Industry.

As you will read in this issue, John succeeds Ellvena Graham in the role and is joined by Vice-President Ian Henry, Director of Magherafelt-based Henry Group – with both bringing a breadth of experience to our organisation. I would also like to thank Ellvena for her leadership and support over her term as President and we are delighted that she will remain on the NI Chamber Board & Council during 2019.

It was an extremely busy end to 2018 with the much anticipated NI Chamber President’s Banquet, a trade visit to Manchester, a Danske Bank Export First event at Armstrong Medical in Coleraine along with our Christmas Networking event and annual Carol Service. Further information and photos from many of these events are included within this section of the magazine.

the annual President’s Lunch on 28 June at Belfast City Hall, our annual Learn Grow Excel Conference and a keynote address by the Irish Minister for Communications, Climate Action and Environment Richard Bruton TD on 15 February.

Tanya Anderson, Nick Coburn, Sandra Scannell and John Healy.

Away from events, NI Chamber continues its highly successful Learn Grow Excel initiative throughout 2019 and we recently held a celebration event for its partners marking the success of the first 18 months.

Further information on this is included on the following pages.

Finally I would like to congratulate The McAvoy Group on its success at the British Chamber of Commerce Awards in London late last year. McAvoy picked up a national award for ‘Best Use of Technology’ at the gala dinner - a fantastic example of business at its best.

Jed Mercurio.

November was a particular highlight for NI Chamber with almost 850 members joining us at the annual President’s Banquet at ICC Belfast to celebrate Northern Ireland’s Creative Industries. We were delighted to be joined by guest speaker Jed Mercurio, creator of BBC hit dramas Bodyguard and Line of Duty. It is never too early to look ahead to the next event and the 2019 President’s Banquet has already been confirmed for Thursday 21 November 2019 again at the ICC Belfast.

The 2019 Banquet is just one of 60 events planned for the year and all members should have already received a copy of our events and programmes schedule for JanuaryJune 2019. Particular stand-outs include

Best Use of Technology UK Chamber Award.

There is no doubt that 2019 will be a challenging year, especially in terms of Brexit and the negative impact that a continued lack of Executive will have on Northern Ireland. However there is also much to celebrate as our members continue to achieve great things both at home and abroad. I look forward to seeing as many of you as possible throughout the year and wish you well as you help create a strong and vibrant local economy.

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NEW ESSENTIAL MEMBERS Action Mental Health Blackwell Retail Ltd Briefed C3 Computers Cogan & Shackleton Davison Lamont Digital DNA Goudsmit UK HMG Paints Ltd Industry & Business Ltd. (Premier Publishing & Events) Jordan Wolf Associates Mackle Snacks Manufacturing and Business Solutions Omniemploy Platinum NI Salar IT Ltd Sales Net Shake Spera Global Ltd STATSports The Deluxe Group The MAC Belfast

NEW Growth Members AC Hotel Belfast Ammlee Group Electricityworx Ltd Excelledia NI Flanagan Flooring Distributors Narratology Remsup The Hub Newry

NEW CORPORATE MEMBERS Hyster Yale *To become a member of NI Chamber join online at www. northernirelandchamber.com or phone the membership team on 02890 244113.

The McAvoy Group Wins National Chamber Business Technology Award The McAvoy Group, one of the UK’s leading offsite construction specialists, has won the ‘Best Use of Technology’ award at the British Chamber of Commerce Awards.

These awards celebrate the very best of British business and highlight the role of companies in delivering growth and prosperity across the UK. This award follows the Group’s recent success in winning the Best Use of Technology accolade at the Northern Ireland Chamber of Commerce and Industry (NI Chamber) Awards.

The awards assessed the financial performance of each entrant, their business objectives, and the use of technology to improve processes, efficiencies and customer service.

The judging panel praised McAvoy for ‘its use of technology to drive the business forward, improving overall performance and enabling sustained growth’. The judges also highlighted how McAvoy is ‘a forward-thinking organisation, paving the way for the future of construction.’

A number of factors have contributed to The McAvoy Group’s strong financial performance over the past year, including significant investments in new technology and its pioneering work in the digital transformation of construction.

Commenting on this major national award success, Eugene Lynch, Managing Director of The McAvoy Group, said, “We are absolutely thrilled that the UK business community has recognised our industry-leading commitment and investment in digital technology. The award is testament to the hard work of everyone in the company who has worked tirelessly to adopt a host of new technologies.

“We have invested heavily in our IT infrastructure and in the latest digital technology for the construction industry. This includes the use of virtual reality

Eugene Lynch, Managing Director of The McAvoy Group, receives the British Chamber of Commerce Award for Best Use of Technology from Ann McGregor, Chief Executive of Northern Ireland Chamber of Commerce and Industry. to enhance client engagement in the design of new offsite building projects.

“We are now applying the digital transformation to our manufacturing operations and are looking at how we can use robotics and new materials to further enhance efficiency and training.

Innovation is embedded across the business and is so important in helping us to achieve our ambitious plans for growth.”

Ann McGregor, Chief Executive of Northern Ireland Chamber of Commerce and Industry, said, “We are delighted that one of our members has won such a prestigious award on a national stage. The McAvoy Group is a fantastic example of business at its best. This award recognises the innovation and passion of the company. It is impressive to see a business using technology to so successfully improve their customer offer and drive substantial growth.

Congratulations to the entire McAvoy team.”

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New technologies adopted by McAvoy include: • The Group’s award-winning and industry- leading use of digital construction

technology and virtual reality to enhance design and collaboration with customers • R&D work to transform the manufacturing process and apply robotics to further improve the efficiency and quality of offsite construction solutions • Development of virtual reality for training in manufacturing to help continually improve health and safety, and efficiency • Implementation of a new IT infrastructure – an Enterprise Resource Planning system which integrates project information across multiple business functions • Site and manufacturing teams now equipped with tablets to collect data on health and safety and provide progress reports • A cloud-based information management solution for sharing and collaboration on project information with dispersed teams • A new integrated HR and payroll system which employees can access and update personal details online.

NI Chamber & Invest NI Welcome New International Partnership

Pictured are John Healy (President of NI Chamber); Ann McGregor (Chief Executive of NI Chamber) and Steve Harper (Executive Director International Business at Invest NI).

N

I Chamber and economic development agency Invest Northern Ireland have launched a new international partnership to help build the profile of Northern Ireland in global markets.

The International Relations Partnership will see the two organisations using their combined resources around the world to support local companies to develop export opportunities in global markets, and showcase Northern Ireland as a destination for foreign direct investment, further education and tourism.

Commenting on the partnership, Ann McGregor, Chief Executive of Northern Ireland Chamber of Commerce and Industry, said: “Northern Ireland Chamber of Commerce and Industry is delighted to be partnering with Invest NI. “As members of the International Chamber of Commerce, NI Chamber has access to world-wide connections that could be of benefit to exporters seeking to grow their sales outside of Northern Ireland. At the same time Invest NI has international offices all over the world and a sales team with a vast

amount of knowledge about the local market.

“This united approach will promote awareness of Northern Ireland companies and inward investment opportunities across the world.”

Steve Harper, Executive Director International Business at Invest NI, said: “This partnership will provide an opportunity for us to combine our strengths and networks around the world to help local firms make worldwide connections and support the growth of NI exports.

“In additional we will be able to work together to enhance the profile of Northern Ireland and jointly showcase what we can offer investors, international students and tourists.

“There is a large network of Northern Ireland diaspora right across the globe and we believe that by combining our efforts we can reach more of these people and educate them about what is happening in their home country, further growing the number of people able to advocate about what Northern Ireland has to offer.”

One element of the partnership will feature a Northern Ireland bid to host the World

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Chamber Congress, the only international forum for chamber leaders and professionals to share best-practices, exchange insights, develop networks, address the latest business issues affecting their communities and learn about new areas of innovation from chambers around the world.

NI Chamber Chief Executive Ann McGregor added: “We also look forward to working with Invest NI, and other key stakeholder, to launch a Northern Ireland bid to host the 2023 World Chambers Congress. This will promote Northern Ireland as a potential host and business destination to the 12,000 strong global network of member chambers via the World Chamber Congress bidding process, and if successful it would bring an estimated economic value £1.92m to Northern Ireland.”

Held every two years in a different region of the world, the Congress provides unparalleled opportunities to connect and strengthen relations with a diverse and international group of individuals representing more than 100 countries. Should Northern Ireland be successful, the Congress would bring an estimated economic value £1.92m to the local economy.

Growing Something Brilliant with Cormac Whelan, CEO of Nokia UK and Ireland

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2.

4.

1. Tony Dunlea (Electric Ireland); Ann McGregor (NI Chamber) and Cormac Whelan (Nokia UK & Ireland).

3.

2. Tony Dunlea (Electric Ireland) welcomes guests to Growing Something Brilliant Leadership event.

3. David Fusco (Electric Ireland).

4. Anthony Cafolla (AA Promotional Products), Lisa Browne (Electric Ireland) and Julie McBride (Electric Ireland).

5. Cormac Whelan, CEO of Nokia UK and Ireland in conversation with event MC, Mark Simpson (BBC).

6. David McEwen (Agnew Leasing).

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7. Gavin Annon (Mount Charles Group) participating in Q&A.

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7.

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Danske Bank Export First with Armstrong Medical

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4.

1. John Armstrong (Armstrong Medical), Sandra Scannell

(NI Chamber) and Aaron Ennis (Danske Bank).

2. John Armstrong, Founder and Managing Director of

Armstrong Medical shares the company’s highly

successful export story at the Danske Bank Export First event.

3. Aaron Ennis (Danske Bank) and Colin Christie

(Christies Direct).

4. Gordon Carson (4c Executive) and Eamon McKey

(Deli Lites).

5. Pat O’Donnell (Brenntag UK & Ireland) and Clare

Megarry (Danske Bank).

6. Peter Bannon (Munster Simms), Martin McNamee

(Euro Springs) and Phil Murray (NI Chamber).

7. Laverne O’Donnell (Derry City & Strabane Council)

and Ivan McMinn (BDO).

3.

5.

6.

7.

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The President’s Banquet Over 850 members of the business community joined Northern Ireland Chamber of Commerce and Industry for its annual President’s Banquet at ICC Belfast. Billed as a celebration of Northern Ireland’s Creative Industries, NI Chamber President Ellvena Graham was joined by guest speaker Jed Mercurio, creator of BBC hit dramas Bodyguard and Line of Duty.

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2.

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1. John Healy (Allstate NI); Ellvena Graham (NI Chamber); Secretary of State Karen Bradley, Ian Henry (Henry Group) and Ann McGregor (NI Chamber).

2. Ellvena Graham (NI Chamber), Jed Mercurio and Paul Murnaghan.

3. Star Prize winner William Bates (Caterpillar) who won a 5 night trip to Dubai sponsored by Barrhead Travel and Emirates.

4. Event sponsors from Lisburn and Castlereagh City Council.

5. Guest speaker Jed Mercurio interviewed by the BBC’s Marie Louise Muir.

6. Tina McKenzie (from Drinks Reception Sponsor Grafton Recruitment), Jed Mercurio and Ellvena Graham.

7. Ann McGregor (NI Chamber), Jed Mercurio and John McGrillen (Tourism NI).

8. Ellvena Graham (NI Chamber); David Sterling (Head of NI Civil Service) and Sue Gray (Permanent Secretary, Finance).

9. Suzanne Wylie (Belfast City Council) with BT’s Paul Murnaghan, Heather Wells and Danny Longbottom.

10. Emma Little-Pengelly MP, Jed Mercurio, Ellvena Graham (NI Chamber) and Michelle O’Neill MLA. 11. Secretary of State Karen Bradley with Patrick Brown from event sponsor Tughans.

12. The NI Chamber team.

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6.

5.

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7.

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10.

11.

Communications Partner

12.

Supporting Sponsors

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Drinks Reception Sponsor

LEARN GROW EXCEL

S ME PA RTN E R

IMPACT IN THE FIRST 18 MONTHS to JUNE 2018 30 events | 1,792 participants | 7,420 hours Northern Ireland Chamber of Commerce and Industry recently held a celebration event for its partners marking the success of the first 18 months of the Learn Grow Excel initiative.

NI Chamber currently partners with a number of private sector organisations that share its ambition to support the development of the Northern Ireland economy including SME Partner Power NI and a number of programme partners including Bank of Ireland UK, Danske Bank, First Trust Bank, HSBC, Ulster Bank and Ulster Carpets.

In the first 18 months of the Learn Grow Excel initiative, NI Chamber and its partners have invested significantly in programme delivery with 30 programme events attended by 1,792 participants investing 7,420 hours of their time. An overview of the key areas of investment is summarised below:

PARTICIPANT LOCATIONS

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PROGRAMME EVENTS

INCLUDING BELFAST,

NI Chamber has undertaken a comprehensive approach to the collation and evaluation of feedback from companies participating on the various programmes within the Learn Grow Excel initiative. In the first 18 months considerable positive impact has been reported by members with 71% having expanded their business network, 61% identifying new export markets and an impressive 91% successfully learning from other companies through panel sessions, workshops, private dinners and presentations at network events. Headline figures are summarised as follows:

40 1,792

OMAGH, DUNGANNON, DERRY, BIRMINGHAM AND LONDON

PARTICIPANTS REPRESENTING

7,42

HOURS

UNIQUE BUSINESSES

COMMITTED OF PARTICIPANTS’ TIME

£260,000 INVESTED BY NI CHAMBER

71%

76

SPEAKERS DEDICATING 612 HOURS OF THEIR TIME

4

61%

395

IDENTIFIED NEW EXPORT MARKETS

91%

EXPANDED BUSINESS NETWORK (SUPPLY AND CUSTOMER)

SUCCESSFULLY LEARNT FROM OTHER COMPANIES

STAFF MEMBERS FROM NI CHAMBER

WORKING ON THE PROGRAMME

EXCEL GROW LEARN

PA RTN E R S

Danske Bank Export First private dinners and export forums seek to inspire SMEs to export by providing them with direct access to successful exporters.

1/3 participants identified new customers

The Scaling for Growth programme in partnership with Bank of Ireland also facilitates inspirational learnings on specific themes identified by the SMEs as key challenges to growth. The one-toone consultancy provided under this programme also serves to makes connections that will facilitate SME growth.

NI Chamber and its programme partners are delighted with the considerable positive impact being reported by NI Chamber businesses over the first 18 months of Learn Grow Excel. Going forward, the initiative will continue to build on this success and evolve to ensure the most effective offering is delivered through the programmes that will drive business growth within the SME sector in Northern Ireland.

93% identified new procedures and processes for their business

The Near Market Trade visits series with Ulster Bank and the Connecting for Growth programme in partnership with Bank of Ireland seek to connect companies with potential customers in nearby markets, specifically in GB and ROI respectively.

1 in 3 attendees secured new business opportunities with an average of 14 new connections made per participant.

The International Trade Training series delivered in partnership with HSBC is a programme of support specifically targeted at increasing the export capability of logistics and finance teams within manufacturing companies.

100% identified new ways of working

The Developing Your Growth Potential programme with First Trust Bank assists SMEs in developing their leadership capacity through networking events as well as sales capacity delivered through the sales training.

88% reported that the networking events reinforced their company’s growth strategy

An annual flagship Learn Grow Excel conference with Ulster Carpets as headline sponsor brings together the 4 different strands of expertise into a showcase event so as to reach a wide SME audience and focuses on encouraging export amongst participants.

87% stated the conference assisted their business growth strategy

Alan Egner (Power NI); Tanya Anderson (NI Chamber); Stephen McCully (Power NI); Sandra Scannell (NI Chamber) and John Healy (NI Chamber).

NI Chamber & Bank of Ireland UK host largest Connecting for Growth ‘Meet the Buyer’ to date NI Chamber and Bank of Ireland UK hosted their largest ‘Meet the Buyer’ event to date, facilitating over 270 meetings between NI Chamber members and 20 buyer companies at Belfast’s Crowne Plaza Hotel. Amongst the buyers on the day were Andras House, Aramark, Caterpillar, Coca Cola HBC, The Kerry Group, MJM Group, NI Water, NIE Networks and Translink.

The event formed part of the NI Chamber and Bank of Ireland UK cross-border ‘Connecting for Growth’ programme, which provides businesses with an opportunity to make a pitch to buyers whilst networking and developing links with each other through a number of activities including speed networking.

The event also featured a keynote speech from Dáithí O’Connor, Managing Director of Revive Active and a ‘Raising your profile to win business’ panel session hosted

by Sinead Doyle, Head of Consumer PR at MCE Public Relations, featuring representatives from Lambert Smith Hampton, The Beannchor Group and Cancer Fund for Children.

Pictured L-R: Michael McCarter (NI Water); Sarah McKinley (The Kerry Group); Rajesh Rana (Andras House); Sandra Scannell (NI Chamber); Paul McClurg (Bank of Ireland UK); Denise Gordon (Translink) and Steven Rogers (Translink).

Manchester hosts latest NI Chamber & Ulster Bank near market trade visit Sixteen local firms recently joined NI Chamber and Ulster Bank for a near market trade mission to Manchester. The twoday visit was the latest in a series of near market visits by NI Chamber & Ulster Bank designed to help local firms exploit the opportunities in larger cities in Great Britain.

Firms attended tailored briefings and received introductions from organisations such as Laing O’Rourke, Manchester City Council, North West Construction Hub and Skanska. In addition, attendees also attended a networking event in collaboration with Greater Manchester Chamber of Commerce and North & Western Lancashire Chamber of Commerce.

Pictured are Ruari Fearon (from Metro CCTV – one of the sixteen participants in the trade visit), Nigel Walsh (Ulster Bank), and Tanya Anderson (NI Chamber).

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A High-Energy Year for NI Chamber & SONI Energy Forum NI Chamber and SONI (System Operator for Northern Ireland) concluded their Energy Forum series of events for 2018 with a briefing at SONI in December.

Over 60 businesses attended the forum to hear from a number of speakers including Rodney Doyle, Market Operations Director at EirGrid Group; Jo Aston, Director of Wholesale Markets at the Utility Regulator, and Jonathan Martindale, Executive Director at Phoenix Natural Gas. Throughout 2018 the Energy Forum has provided NI Chamber members with an opportunity to discuss key energy policy and network with colleagues from within energy sector. It has also provided a platform for firms such as Coca-Cola HBC, Boomer, Ulster Carpets, Genesis Crafty and Henry Brothers to share best practice on energy management.

The Energy Forum will continue throughout 2019 with the next event taking place on Friday 8 March 2019 at 9.30-11.30am at Translink’s new Service Centre at Milewater Road in Belfast.

Registrations can be made online at www. northernirelandchamber.com.

Pictured are: Jonathan Martindale (Phoenix Natural Gas); Mark Foley (EirGrid Group); Jo Aston (Utility Regulator); Chris Morrow (NI Chamber) and Rodney Doyle (EirGrid Group).

In Camera with the Head of the NI Civil Service NI Chamber, in partnership with BT, hosted an In Camera dinner with David Sterling, Head of Northern Ireland Civil Service (NICS). The Head of the NICS was joined by Dr Andrew McCormick (Director General of International Relations at The Executive Office); Noel Lavery (Permanent Secretary for the Department for the Economy);

Katrina Godfrey (Permanent Secretary for the Department for Infrastructure) and Peter May (Permanent Secretary for the Department of Justice).

Over 60 members attended the dinner to hear more about the various departments’ current work and challenges and how this impacts on local business.

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Ann McGregor (NI Chamber); Paul Murnaghan (BT); David Sterling (Head of Northern Ireland Civil Service) and Ellvena Graham (NI Chamber).

In Camera with NILGA and Local Councils NI Chamber, in partnership with SSE Airtricity, hosted an In Camera dinner with Derek McCallan, Chief Executive of Northern Ireland Local Government Association (NILGA) and a number senior representatives from local councils.

Derek was joined by Stephen Reid (Chief Executive of Ards and North Down Borough Council); Olga Murtagh (Strategic Director at Armagh City, Banbridge and Craigavon Borough Council); Suzanne Wylie (Chief Executive of Belfast City Council); Paul Beattie (Head of Service for Prosperity and Place at Causeway Coast & Glens Borough Council); Aeidin Mc Carter (Head of Culture at Derry City and Strabane District Council); Robert Gibson (Director of Community, Health and Leisure at Fermanagh and Omagh District Council); Donal Rogan (Director of Service Transformation at Lisburn and Castlereagh City Council); Anne Donaghy (Chief Executive of Mid and East Antrim Borough Council); Councillor Seán Mc Peake (Chair of Mid-Ulster District Council) and Liam Hannaway (Chief Executive of Newry Mourne and Down District Council).

John Johnson (SSE Airtricity), Valerie Gourley (NI Chamber) and Derek McCallan (NILGA).

Protecting Your Company’s Crown Jewels with Marsh Hillsborough Castle was the venue for ‘Protecting Your Company’s Crown Jewels’ an event by NI Chamber and Marsh. The event covered three key business areas: protecting our people; transferring risk, and planning for Brexit. Guest speaker was Bruce Carnegie-Brown, Chairman of Lloyds. The evening concluded with a drinks reception in the Drawing Room followed by a tour of the castle.

Other speakers at the event included Gary Simmons, Partner at Mercer; David Stark, Managing Director of Marsh Risk Consulting; David Mills, Head of Office Belfast at Marsh, and Patricia Corbett, Head of Hillsborough Castle.

Patricia Corbett (Hillsborough Castle); Bruce Carnegie-Brown (Lloyd’s); Ellvena Graham (NI Chamber) and David Mills (Marsh Ltd).

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FEATURE

Campaigning for Commerce and Industry John Healy, Managing Director of Allstate NI has a big job on his hands as he steps into the presidency role at Northern Ireland Chamber of Commerce and Industry. The, yet unknown, fallout of Brexit, skills shortages here and a lack of Executive will be among his pressing issues as President of NI Chamber, but he’s confident that, with the help of members, “wise heads will prevail”…

J

ohn Healy stepped into the role of President at Northern Ireland Chamber of Commerce and Industry at the start of the year, during what is one of the most economically sensitive times in our recent history. When putting together this edition

of Ambition Magazine, the how-to of our exit from the EU was still unknown. The backstop, re-elections, votes of confidence (or lack of) were among the words emblazoned across news sources in the UK, and even globally. And Northern Ireland

was, and still is, right at the centre of the Brexit divide.

What could happen in a day, a week, or even hours meant the compilation of Ambition was something of a tricky affair. Predictions were flimsy, or perhaps impossible, and the future

“Business is getting on with it and the economy is doing ok but it’s not doing as well as it could do and decisions that ought to be made are not being made.”

NI Chamber President John Healy (centre) with NI Chamber Chief Executive Ann McGregor (left) and Vice-President Ian Henry (right).

Photography by David Cordner. was uncertain but one thing that was for sure was that Theresa May’s first withdrawal agreement was a winning combination for the business community here.

“At the moment, we have this withdrawal agreement and there are a lot of hurdles

but my view and NI Chamber’s view is that this deal is definitely much better than a no deal scenario,” began John when Brexit, the buzzword of the past few years, worked its way into conversation. “NI Chamber only ever wants what’s best for business, its members

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and consumers and we are committed to doing whatever it is we can in terms of using the connections we have,” he continued.

That headline-grabbing speech made by John’s predecessor, Ellvena Graham, at the annual NI Chamber President’s Banquet at IIC Belfast said it all about the organisation’s stance on the withdrawal agreement May brought home from Brussels. Ellvena said it was “definitely much better than a nodeal scenario”. And NI Chamber pressed supporting parties to convince those not in favour of the withdrawal agreement that it was the best move for our economy. Ellvena urged: “We therefore encourage our political representatives who support the draft agreement to do everything in their power to influence political representatives in Britain to join them.”

John said, at the time of print: “We are out there talking to political reps and what we’re saying to those that are supporting the withdrawal agreement is to do everything in their power to influence their network of politicians and to those who aren’t in support what we’re asking them to do is tell us what the alternative is. We want to be able to understand the alternative.”

Brexit may be at the tip of the corporate tongue right now but NI Chamber has a host of other issues to confront in 2019. One of John’s other immediate concerns is a skills deficit here that is affecting all sectors in all corners of the province: from IT in Belfast to manufacturing in Magherafelt.

“We have a huge amount of potential locked in our economy but how do we get it unleashed?”

John asks. “All members - agri foods to IT and manufacturing - have a big demand for skills.

Everyone is looking for people and that’s going to be a big focus for me.”

“Breaking the deadlock” that, now, marks a two-year NI Executive hiatus is part of that plan and, as is inevitable, Brexit also comes into play in terms of freedom of movement and access to skills.

“We have to see what our access to labour looks like, what that final agreement looks like and visa entitlements,” continues John. “The MAC Report on a new immigration system didn’t give any of that away. We know we have needs but we need to unlock migration for positive effects.”

FEATURE

While John says home-grown talent is rife, he adds that “there are still intense gaps” which moves him on to another of his goals for 2019: to attract outside talent.

“What I would say is we are absolutely committed to developing the talent that is here, through schools. We are committed to developing our workforces in continuing to acquire skills but even with that commitment to home-grown talent, we need more coming in.

One lever that could very much do with adjustment to narrow that gap, John says, is the Apprenticeship Levy and its distribution here. Introduced in 2017 to address skills, its accessibility is a major issue with businesses here, especially those liable for the payment.

“The Apprenticeship Levy is not working in favour of NI businesses especially those who pay half a percent of their wage bills to the Treasury in London. It is given back to the Executive but is not being ring-fenced for skills, yet in the rest of Great Britain, it goes back to employers in the form of vouchers that you can use for skills,” he says.

Restoring Stormont is the keystone to solving many of the latter economic barriers here, John adds. “Yes business is getting on with it and the economy is doing ok but it’s not doing as well as it could do and decisions that ought to be made are not being made.”

He cites the £165m York Street Interchange as one key economic driver that has been halted because of no NI Executive, adding: “That’s one example. It needs ministers in place to go ahead. It would be so much better if we had an executive back in Stormont responsible for those decisions, decisions that will improve the economy and business.

“So with no Executive how do we get out and talk about NI to promote opportunities here, to put us on a global stage, promote business and demonstrate that Northern Ireland is an attractive place to live and work?” he asks. “We will do that through our great partnerships with councils, Invest NI and other agencies.

In fact, NI Chamber and Invest NI have just recently launched a new partnership to support local companies to develop impactful relations in global markets, whilst at the same time

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showcasing Northern Ireland as a destination for FDI, further education and tourism.”

John is referring to a bid from NI Chamber, Invest NI and other stakeholders to host the 2023 World Chambers Congress, promoting Northern Ireland as a potential host and business destination to the 12,000 strong global network of chambers. “The bid is about to launch,” says John, “making the next few years an extremely exciting time for all involved.”

Away from NI Chamber and fronting the challenges facing the business sector, John has a number of other key dates in his diary at his day job where he is Managing Director of USowned insurance giant Allstate.

As he sits in the driving seat of what is one of the biggest employers in IT here (Allstate has 2,200 workers across its Belfast, Londonderry and Strabane offices), John will celebrate the firm’s 20th anniversary in Northern Ireland.

It was last summer when the company reinforced its commitment to growth in NI with the opening of its five-floor, £32m Laganside office building. It is the stuff of millennial dreams with its impressive fit out, 360-degree Belfast views and home to 1,500 staff members.

“Allstate opened in Belfast in 1999 just after the Good Friday Agreement and it has been a real engine in the economy,” informs John. “It’s gone from strength to strength and will continue to be an important part of the NI economy and the Allstate Corporation. The investment in the Belfast office is a real statement of intent in terms of the confidence that we have in the workforce here.”

And he suggests something similar in the North West, where it is currently the biggest employer, is in the pipeline. “That’s saying we’re happy with what we get across the whole of Northern Ireland,” reveals John who is very much looking forward to steering NI Chamber through 2019.

“NI Chamber is an amazing organisation and it has had incredibly strong leaders. I might be coming in as President and that’s a visible role but it’s that super team working day in daily led by the Chief Executive Ann McGregor that delivers and I’m just delighted to be able to work with Ann and the team.”

And when pressed for his hopes in 2019, he adds: “I hope we don’t have a no deal and I hope that the wise heads will prevail, even if the proposed deal doesn’t get through, I would hope for one that is at the heart of the economy and is about wealth creation here in NI. “As we begin 2019 with all that uncertainty, I think that the strength of NI Chamber is a real asset for members and Northern Ireland.

The leadership that comes from it, the support for business that it delivers, its vision for what business in NI should be at this really important time makes it a real asset for the economy and it gives it a good standing. It’s a great vehicle for getting things done and a powerful voice for business.”

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COLUMnIST

By David Allister, Head of Digital Partnerships & Alliances UK, Danske Bank

New “tech exporters” can help NI cash in

Danske Bank’s Head of Digital Partnerships & Alliances David Allister outlines how the tech world is making a bigger contribution to export than some might think.

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f you ask someone to describe an exporting business, the chances are they’ll think of companies who make physical products that are packed into ships, containers or planes and sent off to customers around the world.

We have many brilliant companies in Northern Ireland who are doing exactly that in sectors such as food and drink, manufacturing, building products and consumer goods.

While these sectors continue to thrive, one segment expected to drive future economic growth is the digital, technology and communications sector. The software products and digital services these companies produce don’t require shipping, meaning they can be sold and delivered anywhere in the world.

They may not be exporting in the traditional sense of the word, but they are selling to customers outside of Northern Ireland and the UK and bringing the proceeds home.

These are the types of business that Danske Bank is engaging with through our recently established Catalyst Belfast Fintech Hub – a co-working space on the ground floor of the bank’s headquarters in Belfast.

Financial technology – or fintech – is a global business centred around financial hubs such as London, New York, Hong Kong and Tokyo, but it also reaches into the daily lives of the general public through the apps we use to

make payments in shops or to do our banking.

The fintech businesses from the Catalyst Belfast Fintech Hub may need to jump on a plane to visit customers or investors, but when it comes to accessing customers in international markets the barriers are, in theory, lower.

That’s not to say it is easy. If it is easy for a customer to download software from a Northern Irish company, it’s just as easy for them to use a similar product developed anywhere else in the world. But the potential is huge.

One Fintech Hub member trying to tap into that potential is Oroson, an online platform that brings content, tools and communication together in one central hub to increase productivity and collaboration.

Daniel McGlade, founder of Oroson, explains: “Oroson helps everyone from individuals to SMEs and large corporates.

We have seen lots of organic growth in the professional services sector but we have customers across the Marketing, Design, Media, Publishing, IT, Hospitality, Utilities, Sporting and Local Council sectors.

“As an online software product, Oroson can be used by anyone worldwide. Being a young business, our current user base is predominantly in the UK and Ireland but we also have a number of users in America. Our next 18 months is focussed on further growth within the UK and Ireland. Longer term, we

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want to take the product to market in America as we have already seen that there is a requirement for a product like ours there.”

Oroson’s challenges include cutting through the noise of all the companies trying to sell to consumers, as well as competition for resources. It has also had to attract investment to support growth – with £1.2m raised so far and plans to secure another £1.2m in early 2019.

But Daniel is confident Oroson is a very scalable product.

“Our customer numbers are steadily growing and we are getting a lot of organic growth from customer referrals too, which is a great endorsement. We are always looking at new ways to improve the customer journey and maximise engagement with new and existing users.”

That focus on the customer will be key to the success of the new generation of technology exporters.

David can be contacted at: david.allister@danskebank.co.uk

2019 AMBITION special focus

THE YEAR AHEAD

AMBITION TALKS TO SOME OF THE KEY PLAYERS

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2019 IN FOCUS

Brexit and Political Paralysis Will Continue to Hold Back Business Brexit and the lack of a local Executive are having “an increasingly negative impact on business growth and investment plans” according to the latest Quarterly Economic Survey published by Northern Ireland Chamber of Commerce and Industry (NI Chamber) and business advisers BDO.

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

The survey reveals growing frustration amongst the business community as it deals with the fallout from the high levels of uncertainty created by both Brexit and the lack of an Executive in Northern Ireland.

Looking at the year ahead, the survey reveals that the majority of businesses (79%) believe that the lack of a Northern Ireland Executive will be damaging to Northern Ireland’s economic prospects in 2019 – with 52% predicting that this will have a negative impact on their own business also. Half of NI Chamber members report that Brexit is having a negative impact on costs with just over a third (35%) reporting a negative impact on their turnover/sales as a result of the EU Referendum.

The survey, which covers the Q4 2018 period, also reveals that weak order books along with falling investment intentions made for a muted end to 2018 for local businesses.

Brexit Watch NI Chamber’s regular Brexit Watch suggests that Brexit is having an increasingly negative impact on local businesses, largely around costs but also in terms of sales, the recruitment of non-nationals and in Q4 18 on exports also: • 50% of members report that Brexit is having a negative impact on costs and 35% report a negative impact on turnover/sales (this figure was 22% Q4 16).

• 32% report a negative impact on the employment of non-nationals in Q4 18 compared to a figure of 5% in Q4 16.

• Around 1 in 10 businesses have reported a positive impact on business performance since the vote took place.

• More businesses are putting business growth and investment plans on hold because of Brexit. 33% of members have scaled down/put on hold business growth and investment plans in Q4 18 (24% in Q4 16).

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• Just under 1 in 5 members have expanded investment plans outside Northern Ireland since the vote took place.

• Businesses are becoming increasingly negative around short-term business prospects in light of Brexit. In Q4 18 31% viewed business prospects over the next 3 to 5 years as poor/very poor because of Brexit - up from 25% in Q4 16.

2019 prospects: • Almost 1 in 4 businesses (23%) believe that there will be some growth in the Northern Ireland economy in 2019, with over half (53%) believing that the local economy will contract this year. This is much more pessimistic that in Q4 16 when 43% members believed that the local economy would grow the following year (2017).

• Members are more positive about their own business prospects. 45% expect to see some growth in their business in 2019 and 15% expect strong growth. However, around

ANALYSIS

By Brian Murphy, MANAGING Partner, BDO northern ireland

Responding to the survey, Ann McGregor, Chief Executive of NI Chamber, said: “Whilst the economy is not contracting, it is clearly not growing robustly either. This quarter’s survey reveals that weak order books along with falling investment intentions made for a muted end to 2018 for local businesses.

Throughout much of 2018, businesses were subjected to a barrage of political noise and drama, so it’s no surprise that Brexit, along with a lack of an Executive, are having an increasingly negative impact on business growth and investment plans.

“With little clarity on the trading The major challenges faced by business in 2018 look likely to continue. We are seeing caution from many businesses who are holding off on major investment decisions until they gain clarity around issues including Brexit, and the future of any new Executive. Exchange rates continue to be an area of concern for many businesses who also quote increased competition as a pressure point.

Recruitment is still a major concern for businesses as well and it is vital to prioritise skills development to ensure adequate availability of skilled labour, aiding business growth. We need support from government in making decisions that will address this and other concerns which will assist the future prospects of our businesses.

That said, we are a resilient breed in Northern Ireland and we have faced and overcome worse in the past.

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conditions they’ll face in just two months’ time, some companies are understandably holding back on investment plans and making big decisions about their futures. The government’s absolute priority now must be to provide clarity on conditions in the near term and avoid a messy and disorderly Brexit – and action must also be taken to get the NI Executive up and running again.”

There are early signs of growth in the local economy, albeit measured, with businesses reporting increases in domestic sales, exports and employment.

Although confidence in the economy as a whole could be low, 60% of organisations have in fact displayed confidence in the prospects of their own business going into 2019.

What this quarter’s survey also shows is that in key areas NI businesses are holding their own and competing against their UK counterparts. Local businesses in both the Manufacturing and Services sectors are amongst the highest ranked regions who are operating at full capacity and Manufacturing has also continued to invest in training, ranking 4th, showing a commitment for continued development of its employees. These are very encouraging results, particularly when you consider the uncharted economic backdrop.

2019 IN FOCUS

1 in 4 members expect their own business to contract in 2019.

• The majority of members (79%) believe that the lack of a local Executive will have a negative impact on the Northern Ireland economy in 2019. Some 52% believe that this will also negatively impact on their own business.

• Particular frustration was expressed by members around the damage caused to regional investment and local decisionmaking as well as the fact that Northern Ireland has no political voice in the UK/EU negotiations.

2019 IN FOCUS

Transforming Transport There is no other public service organisation that paints a clearer picture of how far Northern Ireland has come since The Troubles than Translink. The launch of its east to west Glider service last year was testament that things have moved on here, but it’s only the beginning of a revolution for the service provider says Chief Executive Chris Conway.

Official signing of contract securing the supply of 21 new Translink NI Railways train carriages. Pictured are (left to right) Antonio Campos; Western Europe Commercial Director, CAF; Josu Esnaola, Group Commercial Director, CAF; Chris Conway, Translink Group Chief Executive and Frank Hewitt, Chairman, Translink.

“A developed country is not a place where the poor have cars. It’s where the rich use public transport,” begins Chris Conway just as Translink was about to distribute a press release on its £50m contract with Spanish rail manufacturer CAF to supply 21 new train carriages.

He was paraphrasing Enrique Penalosa, the former Mayor of Bogotá in Colombia and emphasising the true goal of Translink: to get more people to swap the car for public transport.

And with every cash injection it makes, Translink is nearing that goal. Passenger numbers have grown dramatically at Translink. At the last count, in 2017, its railway system alone experienced 130 per cent growth over a 12-year period, reaching 15 million – the highest in NIR’s 50-year history.

“There is an urgent need to invest in public transport and when you do people come and use it,” Chris continued. “The Glider has been hugely successful and it is good evidence that when you invest, there

is a demand. In the first two to three months of its launch the volume of passengers has been excellent. We’ve had 30,000 additional passengers per week,” he reveals.

The latter figure reflects around 20% increase in people using public transport here, specifically on the Glider routes and it’s a welcome stat given the £90m that was dedicated to it.

“The Glider idea goes back ten years. What you see on the streets today was a three to five year plan that involved not only new vehicles but an infrastructure project,” adds Chris who is far from done with changing the face of NI’s transport network.

Along with the Glider launch, Translink invested in its Belfast to Derry~Londonderry rail and bus services with an hourly rail service and new double decker vehicles joining the bus fleet. That included a £4.9 million spend - funded by the Department for Infrastructure - that gave way to 12 new buses on the 212 route.

“That demonstrates our commitment to keep people in the North West connected,

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supporting the local economy, addressing congestion and improving air quality. It means there is more seating and enhanced bus features including at-seat USB charging points, more legroom and headroom plus low floor wheelchair access. They are also some of the most fuel efficient and environmentally-friendly buses in the region,” Chris informs.

The North West is a focus area for Translink as it gears up for The 148th Open Championship in Portrush. It is upgrading the station there and streamlining services that will boost NI’s reputation as a navigable tourism destination. “It’s a new station and that will help people get around. When you go on holiday you expect to see a modern, international transport system and that’s important for our tourism. We are working with the organisers of the event and Portrush should benefit from this for years to come,” he says.

Meanwhile in Derry~Londonderry, a £27 million investment will transform the Waterside Train Station into a Multi-Modal

2019 IN FOCUS

Transport Hub. The project sets a new standard in sustainable transport which has secured significant European INTERREG VA funding, and will support continued passenger growth.

“There will also be a link to the greenway for cyclists and this project will really link up the whole transport network,” adds Chris. But perhaps the most ambitious of all schemes in the pipeline is its multi-million pound Belfast Transport Hub. “Currently we have four platforms and that will change to an eight platform train station integrating with the bus station. It’s in planning now and will be delivered in two aspects; one is the transport hub and the second is the regeneration around it which will include Weavers Cross.”

Chris expects the project to be approved early this year with construction activity spanning over five years. But the wait will be worth it.

“This world-class Belfast Hub development will energise our city and become the main transport hub for Northern Ireland. It will act as a catalyst for regeneration, connecting and inspiring more people to live and work here,” says Chris.

Beyond Belfast, plans for the Enterprise service will also take up much of Chris’ focus.

“That’s an area in need of an investment injection,” he says. “We refurbished the trains and it’s a quality vehicle but the timetable is the same as it was 20 years ago with two hours between services. We need, at least, an hourly service and we’d like to do some work to the infrastructure there to get journey times down. We think 90 minutes is achievable. We have a strategy document out and we’re lobbying everyone at the minute and we would lobby the NI government if we had one. It’s a good investment plan.”

Elsewhere in the group, technology and staff training will occupy a place on Chris’ lengthy to-do list. Staff on its airport service and in the North West have already been on Tourism NI’s Worldhost program to “enhance the service”.

The Glider’s phase two which connects north Belfast to the south of the city will begin its planning with completion anticipated in three to five years.

However “one of the big focus areas is to integrate all public transport,” begins Chris on the next big step for the firm. “We want to link bus, coach, rail and Glider services through an integrated ticketing system which will begin to roll out this year and over the next 2 years. Passengers will be able to buy one ticket or use a contactless card for all journeys. It will have a big impact and make it much easier for people to use public transport.”

Translink’s transport fleet which includes 1400 vehicles, 45 train sets and four trains that are shared with Irish Rail won’t be left out in future investments. “We will enhance and improve the fleet and the next vehicles

that we buy will include some electric hybrid and we are also looking at full electric vehicles. We would see the move to low emission vehicles happening over the next five years,” says Chris.

None of the above will come to fruition without some controversy, admits Chris, whose fleet of Glider vehicles debuted amid a mix of public opinion, but that’s part of being a public service provider, he confesses.

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“Flak comes with the territory and that’s because when people are travelling they are at their highest level of anxiety. So when there are delays, even if 98% of services are on time, we will get complaints but every customer is important to us and we work hard to deal with any complaints appropriately and get people to their destination on time.

We are fairly thick-skinned!”

2019 IN FOCUS

Hosts With The Most If there is one family who can be rightfully commended for upping NI’s game as a reputable host, it’s the Hastings. Here, Managing Director of the Group, Howard Hastings, discusses changing Belfast’s skyline with the opening of the opulent Grand Central Hotel, hopes for visitor numbers here and recognising the importance of tourism to the local economy.

The Directorsof Hastings Hotels Howard Hastings, with artist Kathryn Callaghan whose art features at Grand Central Hotel.

Grand Central Hotel on Bedford Street was the most anticipated opening of any of the new hotels to launch in Belfast over the past few years, primarily because of its height but mostly because the impeccable reputation that is associated with any Hastings Hotel was guaranteed to make this spot a jaw-dropper. And it is.

The £53m investment gave way to a 300room hotel that not only transformed the former dowdy Windsor House office block but the Belfast landscape. And its five star rating is visible on every turn from its plush furnishings, its city chic Grand Café on the ground floor, to the design-led Seahorse Bar and Restaurant overlooking Bedford Street and that high rise Observatory on the 23rd floor.

And poignantly it has a suite named after Howard Hastings’ late father Sir William.

“He was very excited about the hotel and I have a photo of him there even before the windows were put in,” begins Howard who says the group will reap the rewards of the significant spend before embarking on any new developments.

“We are always open to what’s next but

we have acknowledged that we’ve really put the kitchen sink in with Grand Central and we, and the Bank of Ireland, are looking at securing the benefits of this current investment,” he continues.

That phenomenal cash injection put into GC was carefully thought out. Howard adds that the confines of the Bedford Street site means no extensions can be added on in the future so “you’ve only got one shot” to get it right.

The investment was a wise one given NI’s thriving tourism rate. It’s one that is ballooning year on year and looks set to reach the one billion pounds per annum target mark it had set to achieve over a ten year period only it will meet it two years early.

“The demand for rooms is continuing to grow and that’s the exciting thing,” he says. But what does it mean to room rates?

“I think over the next year, with the advent of so many rooms all at once, there’s a lot of new supply so the market will need to readjust. The good thing is we have the capacity to host larger events and the

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continuing growth in access to our airports means there is a great number of visitors coming to Ireland.”

He continues to inform of the growing figures in the Republic which illustrate further potential for NI to tap into. In just five years Dublin Airport has welcomed 10 million more visitors and Howard sees that as a “measurement of the growth coming here”. But the challenge, he adds, is tempting those visitors to make the journey to NI. “If the visitor numbers here continue on their existing trajectory that is exciting enough but the icing on the cake that I would love to see is being able to persuade more visitors to the Republic, and those living there, to come and visit Northern Ireland. There are 2.5 million people living in the Republic who have never visited NI,” explains Howard.

“The second thing we would like to see is increasing numbers coming here from the Chinese market. I think NI has a particular resonance with that market and 70,000 Chinese visitors came to Ireland in 2017.

2019 IN FOCUS

Of those 50,000 set foot in the Giant’s Causeway and that’s a tremendous figure so I see that as a curious market that is going to grow rapidly.”

Howard cites The Open this year as the biggest most important tool to further sell the appeal of NI. He also reveals that “the hotel books are all but closed” for the month of June, when the Open visits.

“It’s the sort of event that we haven’t seen in this part of the world before. The Open coming here is a seal of approval that our courses are just as valid as anywhere and in a large measure that’s why the Government got behind supporting it and it’s great that they have because it will be showcased around the world. I suppose the second best thing about this is the event was never seen as a one off. There is an intention that Portrush will come on to the rota of The Open Championship courses and we’re determined to make a huge success of this.”

Beyond what will hopefully become a fixed event here in years to come, Howard is enthused about the new tourism additions that will be afforded by the Belfast City Deal, including the development of Belfast’s Central Library building into a tourist hub that will tell the story of the city. Beyond that he is upbeat about a proposed project in the Mourne Mountains which will open up “experiential tourism” and “soft adventuring” to those who otherwise find it inaccessible.

And it’s those developments that are paramount to the success of hoteliers here informs Howard. “From a tourist perspective the hotel is the second or third thing you think about. The development of these products is of primary importance and it’s also our job to make sure people are aware of those products,” he says.

Shiny new additions to NI’s portfolio are all well and good adds, Howard but the backing of the Government is essential in attracting and promoting what’s on the table regardless of how independent many in the sector are when it comes to pushing forward.

“The difficult thing with a lack of Government here is the inability to acknowledge the growth of tourism’s contribution to the economy. Our target in 2010 was to double the value of tourism in 10 years from half a billion to a billion but it will be shown that we’ve done that in eight years and I don’t think we’ve doubled the size of the rest of our productive economy in that time,” Howard continues adding that budgets are “salami sliced” irrespective of their contribution to the overall economy.

“The Department for the Economy budget is not reflective of the growth of tourism hospitality and that is holding us back. Our worry would be that after Brexit, if the

The Directors of Hastings Hotels Howard Hastings, Allyson McKimm, Edward Carson, Julie Hastings, and Aileen Martin.

Government has to choose which sectors they support, they’ll protect manufacturing and financial services because they make up 15% of the economy each in the United Kingdom as a whole. But that’s not the case in NI where tourism is higher.”

Another fear for the sector is that Brexit could make an EU workforce less accessible.

And already its uncertainty is being felt, admits Howard: “In the period since the Brexit vote we have seen some of our European labour return home. That’s because sterling devalued after the vote which suddenly meant those workers were taking a pay cut in Euro terms and that made positions in their home towns more attractive. They also have concerns about their eligibility to work in the UK,” says Howard who has embraced staff investment.

“We try very hard to grow people within the business and many of our senior managers have grown with us but that’s maybe not a sector wide position to take because it’s difficult to find the time and investment to develop your own people. I suspect that whilst the Government has supported the industry

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through further education it has been less able to support the development of those already in work,” which brings him onto a bane in the business world here; the Apprenticeship Levy.

“We are really faced with a situation where companies like ours are paying the Levy but have no way of accessing schemes for our employees. The government locally hasn’t been able to have the breadth of imagination to get something done,” he says.

Irrespective of the latter obstacles, Howard is proud that he is from a sector that will “get on with it regardless”. And that’s exactly what the Hastings Group has in mind no matter what the political playing field looks like this year.

“Ours is a sector that is just getting on with it. If there is no-one to lobby, it’s not a distraction from the day job. And we are very lucky that our hotels are set within wonderful locations visited by tourists, even somewhere like Ballygally Castle is ideally placed thanks to new attractions like the Gobbins.”

2019 IN FOCUS

All Eyes on NI John McGrillen, CEO of Tourism NI, likens the development and growth of tourism here to the reinvention of Bilbao. He compares Titanic Belfast to the Basque city’s Guggenheim Museum with the only difference being “the renaissance of Belfast has overtaken Bilbao and we need to be proud,” he says.

John McGrillen, CEO of Tourism NI.

Belfast, and indeed all of Northern Ireland, is set to make tourism here a one billion pound industry two years earlier than had been forecast. The ambitious target, which was set by the NI Executive in 2010, was expected to be achieved over a 10-year period leading up to 2020 but John says this figure has virtually been reached.

“It’s been a pretty buoyant year and when the figures are released we’ll find we won’t be a million miles away from that one billion pound figure in 2018 and if we haven’t reached it last year, we’ll certainly break it this year,” begins John.

Smashing targets prematurely shouldn’t come as a surprise to Tourism NI given its investment over the years and the investment from private names in the industry.

“The private sector has invested £500m in new hotels while Tourism Ireland’s budget is around £50m per year for marketing overseas. Tourism NI’s annual budget for a wide remit that includes product development, research, industry support and other activity is a modest £20m and

out of this we spend in the region of £4m on marketing the destination both at home and in the Republic of Ireland,” John adds.

In the longer term, tourist spend here has increased by 58% since 2011, he continues.

“That’s quite a considerable growth and one has to look at the impact in terms of new hotels in Belfast and Derry~Londonderry and the uplift in people operating B&Bs. It shows that the private sector has responded to demand and most of these developers are local people. Many are people who have been operating in the sector for years and shows real confidence in future growth,” adds John.

And more stock is always a good thing for continued visitor growth he points out. “We might find a slight dip in overall occupancy levels and daily rates but that creates competitiveness and makes us more attractive. In Dublin there has been significant supply issues and hotel prices there have grown considerably and to some extent we are seeing the benefit of that. The recent investment in extra rooms here makes Northern Ireland a much more

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competitive proposition.”

Beyond the hotel scene exciting investments are taking place elsewhere, widening the portfolio of attractions here.

And prestigious names are making their presence felt in all corners of the country; from Hillsborough Castle to Game of Thrones in Banbridge. And there’s more to come informs John.

“At the minute we have two big UK players investing here. Historic Royal Palaces is the charity that manages the Tower of London and Hampton Court Palace and they’re coming in with significant investment and expertise to tell the story of Hillsborough Castle and we have the National Museum of the Royal Navy who have come into the market with HMS Caroline.”

Investment by these major tourist attraction operators is testament that the trajectory for tourism is an upward one and the Belfast City Region Deal is going to further reinforce the offering here, says John.

“The Belfast City Deal contains proposals for £300m of investment in tourismled regeneration schemes, including a second major attraction, the Belfast Story Destination Hub. This will be a multi-gallery immersive experience that will tell the story of Belfast from when it received its city charter over 400 years ago until today; from Victorian times to more challenging times including WW2 and The Troubles. We must be sensitive as to how that story is told. We can’t be seen to exploit the hardship and suffering of people who were impacted by the conflict here but it is a part of our history that people are intrigued by and they want to understand it. In the same way they want to hear the story of the peace process.”

Hillsborough Castle and village, the Mournes, the Gobbins Phase II, Carrickfergus Castle and a Game of Thrones legacy attraction are among the other focal points in the Deal.

“I think next year the final season of Game of Thrones will give us a fantastic opportunity,” adds John. “A lot of work has gone into portraying Northern Ireland as the Home of Thrones based around all the filming locations but the plans for a new attraction in Banbridge will offer a lot more, much like the Making of Harry Potter experience in Leavesden, north of London.

No corner of Northern Ireland will be left untouched with Bangor’s seafront set for a facelift, and Derry City and Strabane District Council has plans to revitalise

2019 IN FOCUS

the city waterfront. Meanwhile Armagh, Banbridge and Craigavon Council is hoping to reinvigorate Navan Fort.

But one of the focal points this year will be golf as the country gears up to host The 148th Open at Royal Portrush which John says will inject £80m into the economy.

“This is really important for us. It’s one of the biggest sporting events to come to Ireland and it will bring a lot of people here for the first time. It gives us an unprecedented opportunity to showcase what we have.”

Not without his concerns, John cautions the sector to refrain from exploiting what is an invaluable opportunity. He says: “I suppose some people might see this as an opportunity to make a fast buck. This event has to be seen as an investment in the longterm and our advice to the industry is to be realistic and charge a fair price.”

Away from the starry lights of global events, John is keen to champion the efforts of the smaller players in tourism here. He adds: “Our ambition is to grow from being a £1 billion industry to a £2 billion one by 2030. To do that we believe we need to invest in developing the smaller businesses within the tourism industry which along with the many micro enterprises are the lifeblood of the sector.

“This is about people who have taken their passions and turned them into their own business, people who, for example, have started out as part time tour guides and now have full time businesses. We have a lot of activity ongoing to support these sorts of businesses, from helping them access booking platforms to getting them into the international market place.”

Promoting Northern Ireland internationally has been top of the agenda for Tourism NI. Last year it welcomed over 530 journalists and bloggers and ran a high profile Social Media Summit with some of the globe’s biggest influencers attending.

This year is no different. Business growth will be priority and a “Meet the Buyer” event will take place in April. It will be attended by 154 local companies and will see 145 overseas tour operators visit here. “That is one of the big things we do, business-to-business platform events. We had 130 agents from the US here last June from some of the largest corporate travel businesses in America with collective annual travel budgets of £2billion,” John continued.

Another area of growth is the business tourism sector John continues. The recent extension at Belfast Waterfront, now rebranded as the ICC Belfast, has been instrumental in not only welcoming bigger delegations but it’s also filling that extra room stock that has come onto the market during the week.

“That investment in the ICC has changed the game here for business,” says John. “The venue has changed from entertainment to a conference centre and we see massive potential for growth in this sector. It’s very encouraging.”

Hillsborough Castle is one of many attractions that will up NI’s game as a top destination.

NI has established itself as the Home of Game of Thrones.

With an influx of more visitors - whether that’s business or leisure guests - comes an influx of jobs right across Northern Ireland says John. “Tourism is well placed to provide employment opportunities in all communities and can help us address the long term challenge of economic inactivity.

The nature of tourism allows it to offer opportunities for people who perhaps don’t the have qualifications required by Foreign Direct Investors and it offers flexible employment to people who are perhaps not available to work 9-5, five days a week.

The challenge for us is how we match that potential workforce with the industry.

How do we access that? By having us all working much more collectively in a joined up approach,” he says.

Pushing forward with the introduction of modern licensing laws and the revision of legislation surrounding the certification of hotels are another two areas which are still to be fixed, John says. “The current legislation is 20 years old and is no longer fit for purpose. We have new types of accommodation coming on stream and we need the legislation changed to facilitate that kind of investment.”

And Brexit, whatever form it may come in, brings a more mixed reaction from the tourism chief. John says a more competitive

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exchange rate will be the favourable symptom of our exit, boosting inbound tourism but “my main concern is that the retail sector in the UK is starting to report a downturn in sales which they’re putting down to the uncertainty of Brexit. When people become much more cautious about discretionary spend then spend on short breaks can be impacted.”

“Brexit is also going to limit people who can come into the UK to work and this industry is very dependent on migrant labour so if that supply chain is cut off it has potential to stem growth. We have no doubt we can deliver on our targets but we need access to people who have got the necessary skills.”

Confidence overrides those concerns and Tourism NI has big plans regardless of the political climate. “If we were on a par with the rest of the UK, tourism here would be twice as big as it is now. We’ve had historical challenges that stymied the growth of the sector in Northern Ireland but 20 years on we’ve left a lot of the past behind us. We are in a position where we can exploit the great product we’ve got. There’s no reason why tourism can’t offer the same economic benefits as it does in the Republic and we have a huge opportunity to catch up over the next decade,” John concludes.

2019 IN FOCUS

The New Integrated Single Electricity Market - what it means for Northern Ireland’s businesses As the largest energy supplier on the island of Ireland and the customer supply division of ESB, Electric Ireland provides electricity, gas and energy solutions to businesses and residential customers throughout Northern Ireland. Tony Dunlea, Manager of Energy Business Markets at Electric Ireland, looks at the implications of I-SEM for Northern Ireland customers and the opportunities it will create.

To support the growing needs of both businesses and society as a whole, the electricity market must consistently seek to innovate and evolve to provide security of supply in the most efficient way for all customers. The Internal Energy Market (IEM) for electricity and gas is one of the key pillars for the EU Single Market.

That is why the Integrated Single Electricity Market (I-SEM) is good news for customers, with its capacity to import energy from across Europe, leading to lower electricity bills and a more secure electricity supply. I-SEM will connect power generators and suppliers from 20 European countries, including those on the island of Ireland.

The re-designed I-SEM features three markets, each providing alternative buy and sell mechanisms. These changes will enable more efficient power generation and for a more balanced and sustainable energy grid across Europe. I-SEM will also open up opportunities for the greater penetration of renewable and low carbon technologies in the Northern Ireland energy grid and as we move towards a more data-driven society, it will create the capacity to deal with greater load from highly demanding power factories, data centres and laboratories.

The benefits of the new Integrated European wholesale electricity market are significant. It promises to bring more renewable and low carbon energy online, increase market efficiency, encourage competition and improve energy supply stability — all of which will reward businesses with lower prices.

Of course, the potential for I-SEM to deliver for businesses in Northern Ireland is subject to the Brexit process. However, there is absolute commitment on all sides to support the energy market and to ensure there is no disruption to the distribution and supply of energy across the all-island electricity market.

During this time of considerable

change Electric Ireland is committed to managing all energy challenges and risks for customers. As part of ESB Group, which has more than 90 years of industry experience, Electric Ireland business has a depth and wealth of experience and industry expertise.

Everyone at Electric Ireland is looking forward to working in partnership with customers to exploit the opportunities that I-SEM will provide for businesses throughout Northern Ireland.

By committing to best-in-class customer service, we are proud to partner with

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businesses throughout Northern Ireland to provide real, valuable support on all energy-related decisions.

As the island’s largest supplier, Electric Ireland offers flexible, affordable and sustainable energy solutions to clients in a variety of sectors, including pharmaceutical, manufacturing, tech, food, retail and hospitality. To get in touch with Tony and his team to find out exactly how I-SEM will affect your organisation simply visit: www.electricireland.ie for more information.

By John D’Arcy, National Director of The Open University.

This year marks 50 years of The Open University. What started as the lofty, and which some said foolish, aspiration of the Wilson Government to create a “University of the Air” which was accessible to all, has developed into the thriving Open University of today; at the cutting edge of digital learning and the largest university in Europe.

The world has changed a lot since 1969.

Over four times as many students achieve a degree now compared to then. There is now a much greater choice of universities and further education colleges available to prospective students. Higher education is now much more accessible than it was when The Open University was founded.

There is a lot of hype about the impact of the so-called “Fourth Industrial Revolution” and the rise of automation and artificial intelligence. However, one thing is certain: the workforce of the future will not only need to be more highly skilled but will also need to continuously upskill and reskill. We all need to embrace the concept of lifelong learning.

Some of the responsibility for this lies with individuals who recognise this and take the initiative to invest in their own development.

However, a lot of the responsibility lies with employers to look ahead to the potential, future skills needs of their workforce, and make investments now.

Northern Ireland has excellent higher education participation rates; a higher percentage of school leavers here progress to higher education than anywhere else in the UK. On the face of it, this should put the Northern Ireland economy at an advantage, however we know that our economy lags behind that of the rest of the United Kingdom, particularly with regards to productivity.

According to the UK Government’s 2017 Skills Survey, employers in Northern Ireland also lag behind the rest of the UK when it comes to investing in workplace training.

Given the increasing need for continual workforce upskilling and a growing productivity gap, this is a worrying place for the Northern Ireland economy to be in.

So how do employers invest in the skills of the workforce given all the financial and time pressure that they operate within?

The Open University of the 21st century offers a range of highly flexible and affordable options that employers can use to develop the workforce.

Let’s start with what’s available for free.

The Open University hosts the OpenLearn platform on which we have over 1000 courses, all available for free. Many of these are from our degree programmes and are also offered as Badged Open Courses, or BOCs. This means that the learner receives an Open University-branded digital badge if they pass the assessment. This is very useful for work purposes as learning is validated.

We also own a subsidiary platform called FutureLearn. This hosts free, online MOOCs (Massive Open Online Courses) from a range of other institutions from across the world, as well as The Open University. These are high quality, short, sharp pieces of learning which are usually highly relevant to the workplace, and for which a certificate can be gained for a small fee.

If more intensive, accredited learning is what your employees need then we offer a range of affordable, formal undergraduate

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and postgraduate qualifications. All of these are studied on a flexible, modular basis; perfect to fit around busy workloads.

The Open University’s triple-accredited Business School (a status held by only the top 1% of business schools globally) offers qualifications appropriate for all levels with the organisation – perfect to help employers address leadership and management skills needs in the Northern Ireland economy.

As The Open University celebrates its 50 year anniversary, we will reflect not just upon our success in opening up access to higher education across Northern Ireland and the rest of the UK, but also how we have opened up workplace learning and made a significant positive impact on the local economy. We will also look forward to pioneering new ways in which we can use technology to make learning in the workplace even more accessible and impactful over the next 50 years.

2019 IN FOCUS

Celebrating 50 Years of The Open University in 2019

FEATURE

Travelling to New Lengths Keith Graham, Managing Director of Selective Travel Management, has big goals for 2019 including acquisitions, staff growth and breaking further into the European market. They’re not easy targets but compared to his personal goal of reaching Everest’s Base Camp, they appear to be a more achievable feat.

Selective Travel Management was set up in 1972 to primarily service the leisure travel market - metamorphosing into a go-to travel consortium for businesses in both the public and private domain.

“The travel market changed and we identified that more and more consumers were booking online so we re-positioned ourselves in the corporate travel market where loyalty and high service levels are demanded,” began Keith. “It was a challenging transition and in 2011 we started tendering a lot more and procured for more bespoke business.”

Among those tenders are every Health Trust and public agency in NI, the Northern Ireland Civil Service, multiple UK Universities, Invest NI and many more.

Selective’s tender wins began with modest contracts and today the company is part of a successful travel framework of providers involved in a £100m UK-wide university business agreement. Beyond that it services the travel needs of some of the biggest brands here.

“But you never stop there,” continues Keith.“ 2019 will see us have a bigger focus on corporates in UK and Ireland, and we want to branch further into Europe-based clients. From our end we are trying to access corporations that have sites in the UK & Ireland, Europe and further afield,” he says.

“To help us with this goal we are exhibiting at major events such as the Business Travel Show in London and other niche platforms.

We will generate leads from this event, and we will find new partnerships to ensure we continue in our growth trajectory.”

Owned by World Travel Centre in, Dublin Keith says Selective’s Belfast base is instrumental in allowing it to be competitive as it offers a cost-effective setup from which it can provide a global service 24/7, Kevin says.

The team there will grow with client wins says Keith who is pairing up with a local college to support his recruitment efforts.

“We’re working with one of the colleges to launch our first Travel Academy this year. We will be taking students at HND and degree level and we’ll partner with the hospitality sector. It will cover all travel

aspects and arm them with the experience and skills making them ready to work in a travel environment. We will employ the lion’s share of those graduates,” adds Keith who employed a Learning and Development Manager last year.

Keith adds that Selective’s USPs are its personal touch and technology solutions. In fact it invested almost £500,000 in IT last year alone. “Some of our solutions are selfbuilt, as we have our own IT developers who can integrate with other people’s systems. It really has helped us financially and tailored specifically to client feedback,” continues Keith.

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Technological advancement will be afforded by hopefully more buyouts and tender wins says a confident Keith. “Our budget is going to continue to grow. I’m not saying it’s not going to be difficult, as every year is a challenge.”

But then Keith is a man who is willing and waiting to take on any challenge. Having climbed Kilimanjaro, the keen runner is not ruling out Everest Base Camp. “Kilimanjaro was one of the most difficult challenges I faced personally but now I want something different and I’ve always wanted to do Everest,” he reveals.

Does your organisation

love A CHALLENGE? Get your company involved and take on a challenge that will save and support people affected by cancer in Northern Ireland.

Stores across Northern Ireland, local companies supporting a local charity in their local community.

Sign up to the Action Cancer Shops’ Challenge 2018!

For more information on how to get involved email: retail@actioncancer.org or call: 028 9080 3344

FEATURE

On the Ascent It’s been two years since George Best Belfast City Airport was taken over by consortium 3i Group, but figures and investment over that time show that the airport is on an upward trajectory. Here Katy Best, Commercial and Marketing Director, talks super fast car-to-gate times and a commercial offering that shows Belfast in its newest light.

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aty Best is more than pleased with Belfast City Airport’s performance over the past year and she has every reason to be so. Since it was taken over by 3i in 2016, investment has been rife. A £15m airside passenger experience has been executed beautifully and, more importantly, security process times are exceeding targets.

“The great thing about the 3i ownership is that the investment continues at pace. We are part of the 3i infrastructure fund . We’re their first airport within their portfolio and I think culturally we are very much aligned and they have very much bought into improving passenger experience,” Katy says of the new owners.

If you’ve been lately, it’s obvious to see how much has changed at the 80-year-old airport.

That passenger experience that Katy and the rest of her team pride themselves on has had a complete overhaul. The basic airport staples have been transformed and stamped with indigenous character; from the new Artisan bar and restaurant to the Born and Bred gift store element.

“Born and Bred is run by Studio Souk, a shop on the high street in Belfast. We wanted somebody with a local flavour and they have a fantastic product range. And we’ve had really good feedback from that. We’ve a really high throughput of people visiting friends and relatives or people who who are from here but live further afield so that range has resonated with them.

“Then there’s the new bar and restaurant, which I think reflects where Belfast has gotten to in terms of a food and beverage experience.

Northern Ireland has been awarded Best Food Destination in the world - it’s a fairly huge accolade awarded at the International Travel and Tourism Awards - and that is a big responsibility for all of us here, so The Artisan is a product that reflects how fantastic the local produce is here and where Belfast is as a city. I think people want dynamic, funky, young and vibrant and that’s what we now have in place,” she continues.

Perhaps one of the most important investments at the airport in terms of reaping rewards is the £1.5m cash injection into the central security area of the airport. It was realised and up and running in July 2018 and so far the feedback has been “fantastic” Katy divulges.

“We were rather ambitious when we set a security processing time of six minutes but actually we’ve been hitting all those targets

“The great thing about the 3i ownership is that the investment continues at pace” and we’re even achieving those times in peak periods. We’ve always prided ourselves on having one of the fastest car-to-gate times in the UK and that’s partly because of the proximity but it’s an added dimension that gives passengers that peace of mind that their experience is going to be really smooth,” adds Katy.

The figures post-investment reiterate passenger feedback. The sparkling new retail offering has seen an uplift of 30%. The

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“walk through” World Duty Free is receiving consistent positive feedback on its product lines and the new WH Smith store with its extended portfolio of items - from health and beauty to digital - hasn’t gone unnoticed by passengers.

And there’s been a shift in the nature of travellers coming through. At present the ratio is 60% business and 40% leisure passengers, which alternates slightly depending on seasons. Katy says the business focus at the airport is “fairly high compared to other airports” but the passenger profile has remained flat, or more so stable.

“That’s one thing airlines like; steady passengers all year round. But what is interesting is that we have started to see a much bigger proportion of our travellers being inbound. Typically it would have been believed that we were 80% outbound but now we are almost 50-50. You can see the tourists coming through and we are seeing an increase in our enquiries at our information desk. From a business perspective we are getting a lot more corporate coming in too,” says Katy.

Growing tourism here and increasing investment from external firms is music to the airport’s ears. “And then they’re coming back at the weekend. That’s one of the things we get feedback on all the time,” she continues.

Given that incoming tourism shift, the team have been working alongside tourism bodies to “find out what message we can put out that would help to convince them to come back,” adds Katy.

“That’s been really exciting and it’s fairly symbiotic too that a lot of the companies coming to invest in Belfast are doing it because the airport is right on the doorstep.”

The latest profits have yet to be released but Katy estimates they will be “a couple of percentage points higher” than last year but any incline is positive for the airport especially given the changes and activity behind the scenes.

Air Passenger Duty and Aer Lingus

Katy Best, Commercial Director, pictured with Brian Ambrose, Chief Executive, outside the new bar and restaurant, The Artisan.

withdrawing some of its services has been an undercurrent but despite the latter, movement is still on the up. And the recent announcement that Exeter-based carrier Flybe may look at a merger, or even a takeover, poses no threat to the City’s sterling performance.

“We’ve had a fair bit of dialogue with Flybe and they’ve stated, quite publicly, that Belfast is their profitable base. It’s a fairly broad route network from here and our view is that we’ll continue to see success across that route network. One of two things will happen: Flybe will continue under its current ownership structure, or if it is sold we would very much see Belfast being part of that next chapter.”

“Our story has reflected what has been happening in aviation more broadly in recent years. We have been impacted by airlines that no longer operate or by airlines that have had to rationalise and pull routes out, but by the same token we’ve had growth with key airline partners like Flybe. A lot of what we’ve been concentrating on over the past 18 months has been putting building blocks in place to look at growth over the next three years,” explains Katy.

And on the theme of new chapters, what’s over the page for an airport that is undergoing its biggest infrastructural investment in its history? More of the same, Katy says.

“We will continue our investment externally and we are looking at a fairly significant project that will improve our car parking product. That’s an area that we are really keen to see improve and a lot of what we’re doing is based on customer and passenger feedback. It will be a multimillion pound investment that will straddle 2019 and 2020 and it’s going to be significant.”

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Chief Executive Brian Ambrose revealed recently that the airport is debating whether to extend the car park upwards, in what could be a multi-storey service. Whether that infrastructure is signed off or not, it is certain that George Best Belfast City Airport will continue on an ascent reaping the benefits of the already realised investment.

FEATURE

Drive to Thrive

Last year marked fonaCAB’s biggest year yet with a 27% growth in business and today it has 1200 drivers on its books to service that growth. Here CEO William McCausland discusses the challenges and opportunities facing the “fourth emergency service”.

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27% increase in business is a phenomenal stat for any operation.

It represents a considerable amount of activity and investment and for William McCausland this incline was born from a mix of “organic growth and some acquisitions”.

In fact 2018 marked the most active year for NI’s largest taxi firm as it acquired some of Belfast’s best-known community companies including Knock Cabs, Kwik Kabs and Sunningdale Taxis to name just three. Over the last 18 months it has bought no less than nine firms.

“We’re continually expanding and we’re running out of space here. In fact I’ve just given up my desk to make room and that’s a great complaint to have,” begins William as he sits in the boardroom of fonaCAB HQ on Knock Road.

And he’s not done with that expansion.

“Taxi firms come to us knowing we are in the market for buying or we strategically target firms where we know there is a real benefit or where there are areas where we have a gap,” he continues.

Buying out the smaller competitors is not a business move that can only be attributed to fonaCAB’s brawn, it’s part of the evolution of

an industry continually facing challenges. A shortage in drivers is forcing many firms to look at buyouts. And that decreasing resource is not just a hurdle for the smaller businesses, it’s an issue for William too.

“We’ve an ageing fleet of drivers who are leaving because of illness or they simply don’t want to renew their licence and there isn’t a lot of new blood flowing in. We’re looking for 25-30 year olds who want to come in and are happy to take on those late shifts.

“It’s also more difficult to get a licence.

Three years ago there was no test for drivers, it was based on reputation and character and if you were fit and proper to deal with other people. Theory and practical tests were then introduced and a lot of what’s on those tests isn’t relevant and that’s restricting the flow of drivers coming in. With the greatest respect, the most important part of being a taxi driver is the attitude,” says William.

Recent statistics from the Department for Infrastructure confirmed that the taxi sector is under pressure from those relatively new and more stringent examinations. It revealed the number of taxi licences in Northern Ireland dropped by 10% over the past year with figures

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also showing a continued trend in this area.

The decrease could be attributed to an update to the test for drivers, explained the department, which replaced the former PSV test. Introduced in October 2014, the current test had a pass rate of 25.3% in the third quarter of 2018 - although it was a slight increase of 0.6% on the previous quarter. Also according to the statistics, the total number of licences held by taxi drivers is down nearly a third since 2013, when the total number stood at 15,802.

William has requested that the test is suspended for two years but with no minister in place, that request will remain unanswered.

But regardless of any new requirements, periodic training is obligatory for all existing licensed taxi drivers. That training must amount to seven hours per year and fonaCAB’s recent investment in a new training centre at the rear of its HQ does just that. “We’re offering a full package and that will be open to those interested in a career change but also for renewals and periodic training,” William informs. “fonaCAB is a one-stop-shop; we offer the training, we can lease the car through our sister business, Crawford Clarke, fit the meter and have the systems ready.

“And we understand the business that we’re running,” continues William. “We offer our drivers a proper legal operation and we’re improving the industry for the end user and we’re making it an attractive job for those who are either directly employed or self-employed.”

Another area of investment for the firm is technology. It has employed three full time staff members to focus purely on IT. At present that team is writing its own code and a new app in sync with other cities around the UK and Ireland is in progress.

“It’s frightening how far we’ve come in just four years. We’ve gone from 500 drivers to 1200. We’re now investing more in our IT services and our app, which amounts to around £100,000 a year. And I don’t think it’s a coincidence that we changed our system to a

William McCausland with one of three new Tesla vehicles.

cloud-based one and we’ve never had a system crash,” says William.

The high-spec technology that has become something of a “baby” for William extends beyond the back office and apps. The taxi chief is also introducing new age tech into his fleet of cars with three new Tesla vehicles joining the force in spring. One of its drivers has saved over £100 per week on fuel after investing in NI’s only Tesla taxi.

“We’re doing our best to embrace technology and make sure we’re at the cutting edge. We made a commitment to put one Tesla in the fleet. The vehicle is expensive but that driver has gone from paying £150 in diesel a week to just £30 in electric. I certainly believe that half the fleet will be electric in three to five years. I think at the minute technology like that needs to filter down in price.” fonaCAB has come a long way since its launch in 1962 when William’s father, Sidney, set up the firm. Today it is the largest service provider of its kind here. Even comparing the business to ten years ago, William says there’s a dramatic change in demand, adding: “There is loads of work. 10 years ago we were seeking customers and now drivers are the most valuable resource. And we recognise that and offer a system that allows drivers to work as seamlessly as possible. There are no shifts,

Katy Best, Commercial Director, pictured with Brian Ambrose, Chief Executive, outside the new bar and restaurant, The Artisan.

“We put a lot back. No one is embedded in the community more than a taxi firm and we support a lot of events and teams.” drivers come and go when they like.”

In line with its growth, fonaCAB has been upping its CSR game over the decades to ensure a community presence is felt and seen.

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It’s a strategy that is ever more important as the firm acquires taxi firms that were once considered the lifeline of smaller communities around Belfast.

“We put a lot back. No one is embedded in the community more than a taxi firm and we do support a lot of events and teams. Business is not the bottom line for me, it’s not just about being successful. We can afford to give back and we do,” says William.

From Cliftonville to Glentoran football clubs, The Belfast Giants and The Lyric Theatre its philanthropic sponsorship interests are widespread, but fonaCAB’s main focus William says is its customer base. It’s what has always been at the heart of the firm; “Times change and technologies evolve, but one core principle remains constant – the desire to always be there for the people of Northern Ireland, whatever their day holds in store”.

“I claim that taxis are the fourth emergency service,” adds William. “If it’s not that serious then you call a cab. If you’re in labour, call a cab or you’re hurt, call a cab and I understand that our drivers are a lifeline for many in the community, especially the elderly. We have a connection to society and we treat these people as if they are our mothers or fathers and that’s evident through the amount of plaudits we get.”

FEATURE

My Ambition is to...

Lucy McCormack, Corporate Marketing and Communications Executive, Henderson Group

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y final year school report said, “Lucy could sell ice to an Eskimo”, so I guess you could say I was always destined to have a career in communications and marketing.

I loved school and was involved as much possible, growing attributes that would serve me well in my working life, from enthusiasm to positivity and a strong work ethic. I studied Business Information Technology at Queen’s University which, in my third year, was an opportunity to gain a placement and work full time for a company to get some real working world experience.

I had taken on some part time work during University with Bell Recruitment, which led to being involved in some promotional work for Henderson Group. I immediately gelled with the team, and after working at a number of their events including Balmoral Show, of which SPAR is a platinum sponsor, I became a Brand Ambassador. During Balmoral Show in 2016, a Marketing Assistant role for the EUROSPAR and VIVOXTRA brands became available. I applied, got the role and began my full-time placement in June 2016.

This is when everything changed for me and I immersed myself in all things retail and FMCG, developed my marketing skills, grew my creativity and was eventually given the chance to make decisions, manage meetings, create bespoke marketing plans and work on large scale campaigns. Most notably, this included the rebrand of EUROSPAR to Your Community Supermarket, which was one of the biggest learning curves and confirmed the direction in which I wanted my career to go.

By the time my final year in university started in September 2017, I had been offered to continue the role on a part-time basis

“I learn something new everyday at Henderson Group and look forward to developing further and growing with the business.” and so began the busiest year of my life!

Working 20 hours a week and on my final year assignments and final project was incredibly tough. However I got through it with a 2:1 at the end of the year, ready to take on my future career.

Post-graduation, I returned to the Henderson Group as the Corporate Marketing and Communications Executive, which is my current role now. This is such a dynamic and exciting role. In my first six months, I had implemented new sponsorship opportunities for our SPAR brand in the local community, from the Belfast Mela to a new partnership with Belfast City Marathon. And my repertoire has grown significantly; I work across trade, consumer and corporate communications for SPAR, EUROSPAR, VIVOXTRA, VIVO and the Henderson Group companies (Wholesale, Retail, Property and Technology) with our PR

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agency, JComms, our digital implementation and social media teams in-house and our teams in advertising, sales and of course, the wider marketing team.

Henderson Group has been in business for over 120 years and is still family run today.

The Group’s links and partnerships with local community initiatives and charities are second to none, and I’m grateful for having a part in steering this part of our business to ensure sustainable relationships that truly make a difference here in Northern Ireland.

I learn something new every day at Henderson Group and look forward to developing further and growing with the business. I’m already in my dream job and if I can continue to learn from my peers, I hope to progress and join the ranks of those who have sustained fantastic long and dynamic careers with the Group.

COLUMnIST

Conor Coyle, SEO Specialist, Loud Mouth Media

Black Hat SEO - Can You Cheat Google in 2019?

Climbing to the top of the ladder on Google.

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etting to the top spot in Google is a much sought-after position for many marketing professionals – and many are willing to engage in the dark arts to do just that.

Search Engine Optimisation (SEO) is a marketing field which refers to the practice of implementing a series of strategies to ensure your website appears above competitors for certain search terms. The higher up you appear, the more likely someone is to click, and later, buy.

Google takes a variety of factors into consideration when ranking search results,

from technical issues to relevance and quality of the content on the page. Over the years plenty of intelligent people have come up with ways to ‘cheat’ this system and boost their pages to number one – a tactic known as Black Hat SEO. This has evolved over the years to include stuffing a page with lots of the same keywords, link farms and hidden text or links. But as these tactics evolved, Google has got smarter.

Nowadays Google says the user is at the focus of everything it does when it comes to ranking pages. That means if a page satisfies a user’s query, and provides plenty of useful information in relation to it, chances are it will rank well. Traditional Black Hat tactics are now penalised and could lead to several long-term difficulties for the site’s performance.

Some SEO ‘professionals’ maintain that even in 2019 some of these underhand tactics can be employed to get you to page one. Google employs thousands of people to create and develop algorithms to detect and punish this, so you will only get away with it for so long.

Of course, Black Hat tactics may work in the short term. It might take a couple of days even for search engines to recognise such behaviour, but it’s guaranteed to go down like a lead balloon. Why sacrifice long-success for short-term gains?

Nowadays, every business has a website.

But that’s not enough anymore. A staggering 93% of online experiences start with a search

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engine query. That’s a lot of traffic to be missed out on if Google can’t index your pages, or ranks them poorly.

In 2019, the key thing Google has stressed is the need for quality over quantity. That means identifying your target audience and giving them high quality, relevant content and products that satisfy their interest. Sounds familiar, doesn’t it?

There’s more to it than that, of course.

Mobile optimisation, page speed and site structure, among other things, are also taken into account when Google crawls the web identifying relevant pages for its results. ‘White Hat’ SEO can be time consuming, but ultimately the rewards can be great for any business if the right strategies are implemented.

So make sure you chose wisely when picking what type of hat you’re going to wear this year.

Contact Loud Mouth Media now for an SEO Audit to find out how your site ranks in Google.

“Nowadays, every business has a website. But that’s not enough anymore”

LONG SERVICE AWARDS AT THE WILSON GROUP We have over 30 years’ experience in the private Nursing Home sector and each of our Homes have a reputation for delivering high quality nursing care.

Without the support and commitment of our teams, this would not be possible.

Providing the best care means having the best staff. That’s not just about recruiting them; it is also about retaining them.

We are very proud to have so many healthcare staff who have been with us for many years, some for more than 30 years.

We regularly recognise and celebrate staff loyalty as our ethos of ‘caring together’ is at the heart of everything that we do.

Our staff show how much they care every single day and having their collective experience makes us the better for it.

This year we have had a number of events to celebrate staff service with long service awards being presented for 5, 10, 15, 25 and 30 years’ service.

We are so very proud of them because a great business is founded on great people and we would like to thank every one of them for their great work, loyalty and dedication.

For further information on our healthcare services, please see http://www.wilsongroupni.co.uk/healthcare/ or contact our head office on 028 9075 1212

Angela Dorrian (Area Manager - Wilson Group), being presented with her 10 year LSA.

Olive McFarlane (Housekeeper – Chester Nursing Home), being presented with her 25 year LSA.

Sam and Olive together with Desmond Wilson, Assistant Nurse Manager Babin George and the Housekeeping Team at the presentation in Chester Nursing Home.

Leeann Ellis (Care Assistant – Ballymaconnell Nursing Home) being presented with her 10 year LSA.

Sam McMurtry (Cook – Chester Nursing Home), being presented with his 30 year LSA.

Rebecca Ford (Care Assistant – Whitehead Nursing Home), being presented with her 10 year LSA.

NI Chamber President’s Banquet raises over £10,700 for Samaritans

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I Chamber is delighted to announce that the President’s Banquet charity draw raised just over £10,700 for the President’s Charity, the Samaritans.

A number of NI Chamber members provided prizes for the event, including a 5 night trip to Dubai sponsored by Barrhead Travel and Emirates – won by Caterpillar’s William Bates. Thanks to everyone who donated on the evening and to those members who provided prizes: AC Hotel/ Novelli at City Quays; Barrhead Travel (Star Prize); BT; Emirates (Star Prize) and both the Europa Hotel and the Grand Central Hotel from Hastings Hotel Group.

Samaritan Information Evening Curious about what is involved in volunteering with Samaritans?

On Wednesday 30 January 2019 at 7pm, Belfast Samaritans is hosting an Information Evening at 5, Wellesley Avenue, Belfast.

This is an opportunity to find out about the breadth and scope of its work whether in providing support directly to people in distress and who may be at risk of suicide, supporting their work in the areas of governance or administration. The evening also provides an insight into the charity’s broader work in the community promoting the benefits of listening and talking. Hear from some of the volunteers just how much supporting others has been a benefit in their own lives. For further information and contact information please check out: www.samaritans.org/branches/belfast/news

Star Prize winner William Bates (Caterpillar) who won a 5 night trip to Dubai sponsored by Barrhead Travel and Emirates. Pictured with William and NI Chamber’s Ellvena Graham are Lynsey Lamont (Emirates, left) and Kelly Hutchinson (Barrhead Travel, right).

take five to stop fraud

By Terry Robb, Head of Personal Banking, Ulster Bank NI It’s often seen that the shift to online and digital technology has impacted the way that people buy and sell goods – fewer bricks and more clicks. But it’s worth also thinking about the way it’s changing our behaviour in relation to the information that we disclose about ourselves to those businesses, and how it impacts our financial safety.

While online shopping has been a boon to many customers and businesses by increasing choice and flexibility, it does also increase potential risks. Over and above financial details, other forms of personal information such as home addresses, birthdays, place of work and ‘safe locations’ for packages are now often requested. These pieces of information, often shared freely, might seem harmless in isolation. But if pieced together, they could be manipulated by scammers to create a convincing impression of a real service provider, leading to customers or business falling victim to frauds and scams.

That’s why at Ulster Bank, we’ve continued to invest in our education and awareness work to help prevent people from falling victim to the scammers, as part of the ‘Take Five to Stop Fraud’ campaign.

One of the key ways that businesses can protect themselves is by encouraging their staff to take five minutes if they receive a request for payment or information out of the blue. Scammers often rely on creating a sense of urgency for instructions to be followed, relying on this to disorientate potential

victims. A real business request can and should be verified independently – for example, by making contact with a supplier through an alternative means of contact, just to check everything is in order.

This applies to text messages and email requests too – check for inconsistencies in the sender email address, and don’t click on links that you weren’t expecting to receive.

And if something doesn’t seem right, it’s best to escalate it – either within your business, or by talking to your bank. A genuine supplier won’t mind extra steps taken to help protect money from going missing – it’s in everyone’s best interests.

It’s also important that customers and businesses don’t disclose more than they need to – think about what information is truly necessary, and how long it will be retained or safely stored for. This can help stop the scammers at source by depriving them of the raw materials that could be used for ‘social engineering’ attacks that rely on impersonation to get access to financial details.

Ultimately, the nature of these frauds will continue to evolve and change – but the one thing that customers and business can do is to make sure they stay abreast of the most recent information to help them spot the scammers earlier. We keep our Security Centre up-to-date with the latest information, to help you see what you need to know – www.ulsterbank.co.uk/securitycentre

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Sue Wright.

is inconsistent. In one place he states CNF (a term that has not existed for 20 years), another document states CIF, the Bill of Lading draft showed Freight prepaid and all charges for the account of consignor and were approved by the consignee. When the originals were finally surrendered after six weeks of vessel arrival and payment for the goods, they showed freight prepaid but all other charges for the account of consignee.

What has subsequently happened is that the goods have been in the docks held due to the inconsistencies and demurrage has racked up. The bill is quite considerable.

The goods have moved without an insurance document. The seller is not responding to anything. He has also missed off the REX

declaration from the invoice which means that duties are also payable here in the UK. The impact of all of this is that the buyer has paid twice for delivery, duties, taxes and now has the storage fees to pay too. A hard, expensive lesson to learn.

When purchasing goods from anywhere in the world, there should be clear instructions about on what basis the purchase is being made and who is responsible for what and what are the payment terms. Knowing if there are Trade Agreements in place is also important and you should advise the seller to arrange the correct preference documents, so that duty is reduced or zero rated.

You may be surprised, but the landed costs can also affect origin of the goods. Now that I have your attention, I will write about origin next time!

EXPENSIVE MISTAKES WHEN IMPORTING

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s I deliver training across the United Kingdom, it becomes apparent time and again that when goods are purchased from overseas, we often have no perception of what landed costs are.

How then do we set the selling price if we don’t know what the material costs are to our door?

The personnel who purchase goods seldom use Incoterms and, in the worse case scenario, it will go very badly wrong with costs, risk and responsibility not being understood and potentially impacting profit margins to a great extent.

One of our clients is currently facing this exact problem. They purchased goods without specifying an Incoterm or agreeing payment terms. They paid a deposit to secure manufacturing, but the seller in India has demanded balance payment prior to releasing the original Bills of Lading and has stated on his instructions that all duties, taxes and delivery charges to door are included. The sellers’ paperwork, however, Visit Exporter Services to view our Services and Training offerings - Exporter-services.co.uk

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COLUMnIST

Nigel Harra, Senior Partner BDO Northern Ireland

Leadership Needed in 2019

The business sector needs support and political leadership to grow and develop in 2019.

B

usinesses have faced a number of significant challenges in 2018 – the continued absence of an Executive, Brexit, productivity, skills gap, recruitment and talent retention to name a few. In the face of these, we have seen relative consistency in growth and confidence in the sector; this is testament to the mentality and resilience of many of our local businesses.

During November’s Budget, the Chancellor provided a welcome spending increase for Northern Ireland in some important areas, including health, social care, schools and defence. We also saw the introduction of a digital tax aimed at big companies in the tech sector.

UK growth will remain resilient according to the Chancellor with a forecast of 1.6% in 2019.

A period of ’sluggish’ growth is expected.

Although NI’s economy has been robust in 2018, demonstrating both conservative growth and confidence, it is expected the region will also have a period of ‘slow’ growth in the New Year.

Our businesses need certainty and support from decision makers to legislate on key policy areas. While the private sector has continued to grow and create jobs in the absence of local Ministers and the Assembly, we cannot continue like this indefinitely.

At the time of writing we don’t have a finalised EU ‘Withdrawal Agreement’ and the Irish Border issue remains unsolved. Export and international trade has become a critical element for many businesses and time will

tell how much this affects their operations.

Local companies are in a unique position as post Brexit many will have interests and staff in both the EU and UK, bringing possible challenges, but also providing the platform to use this position to grow.

A recent Quarterly Economic Survey (QES)

by NI Chamber of Commerce and BDO NI (November 2018) showed signs of growth and optimism for NI businesses. One stand-out statistic was that 59% of businesses expect to grow in 2019.

Similar results were found in the CEF & BDO Half-Year Survey, which gauged the opinions and confidence of 68 of NI’s bestknown construction firms, representing 50% of Northern Ireland’s construction output.

There was an increase in firms reporting a rise in domestic sales, exports and employment, particularly within manufacturing. Confidence around turnover also showed 44% of businesses expecting their turnover to rise in the next 12 months.

Productivity in any business is vital to success; it affects both living standards as well as the extent to which firms can remain competitive in global markets. There are many factors that affect the productivity of a business, none more so that the strength of its management structure. It is estimated that for businesses across the UK, ineffective management costs more than £19 billion per year in lost working hours. Good governance, recruitment, investment, skills and wages will also all play their part in defining the levels of productivity for our businesses in 2019.

To help businesses invest for the future and enhance their productivity, the Chancellor announced in the Budget an increase in the Annual Investment Allowance from £200,000 to £1million for the 2 years from January 2019. This will add an incentive for many organisations to invest.

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Boosting productivity must be a priority for businesses in 2019. Part of achieving this will be the commitment to embrace new technological advances and adopt new innovative ideas.

The ongoing skills gap was a dominate concern for businesses in 2018 and this is likely to continue into 2019. Recruiting skilled labour has been a challenge across the business sector. Competition of higher wages offered in Ireland as well as other parts of the UK are adding further pressures to available labour resources.

There is a clear desire from business to recruit going into 2019 but the challenge we face is ensuring that talent pool is available.

Attracting the right talent will have a knock on effect to other parts of business, improving productivity, increasing profit margins and aiding business growth.

It is vital that in 2019 the necessary support and guidance is in place for ambitious local companies whether they are seeking to expand into new markets, recruit additional staff or invest in improving their infrastructure.

The UK Government has taken measures to address business rates relief in 2019 for England but these changes will not apply in NI. It will be interesting to see whether any such relieving measures are introduced to assist our local smaller retail businesses. UK corporation tax and its proposed cut to 17% in April 2020 was also deferred in the Budget. It is likely we will wait until we see the outcome of Brexit before we get further clarity on this – another vital support mechanism for our businesses and their ability to compete.

Our prospects will depend on whether, as a region, we are able to overcome these challenges in the early part of 2019. We need support from government in making decisions that will play a major role in assisting the future prospects of our businesses.

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FEATURE

Feeling Secure Capita’s IT Services division has expanded its managed cyber security offering with the launch of a new Security Operations Centre (SOC) in Belfast. Ambition speaks to Ed Brown from Capita IT and Networks about the new facility.

T

he Security Operations Centre is a purposebuilt and secure facility within Hillview House armed with the latest technology to support our customers with highest-level security across their networks. explains Ed. The impressive new facility houses a team of security analysts and adds to the three existing centres Capita currently operates in the UK and India, strengthening the firm’s threat management network to over 40 security experts.

Explaining the benefits of the new facility to customers, Ed comments: “The SOC adds to Capita’s existing security services, whilst simplifying the customer experience through the provision of end-to-end security services.

This SOC provides an industry-leading hub in which Capita will provide top-level security and IT services to the rapidly growing market.”

The facility represents a significant investment in Capita IT Services in Northern Ireland, reflecting the important role of and increasing demand for data governance and security.

“The world of security can be complex, and the velocity and ferocity of security attacks are continuously increasing, meaning most businesses and organisations simply can’t manage an independent or in-house solution to truly safeguard their own or their customers’ data,” says Ed. At a time when cyber attacks have never been as serious or damaging to organisations, with data breaches and losses, Ed continues “repercussions can cause huge and often irreversible damages to reputation and trust.

Additionally, organisations recognise that hiring and retaining expensive security staff internally is often too costly, and the responsibility of remaining secure (and repercussions of failing) is something they are more comfortable

outsourcing to expert organisations.”

Capita’s new SOC enables the business to handle all of these elements in a fully holistic way. “Whereas traditionally security systems operated independently and resulted in a multitude of data pools, the modern security risks and paces of advancement means Capita’s ability to monitor in real-time, 24/7/365 and analyse every aspect of their customers’ security operations is the real USP.” From its new centre, Capita will deliver a range of managed security services including Security Information Event Monitoring (SIEM), security infrastructure management, continuous vulnerability assessment and managed incident response for Irish-based customers.

Amongst numerous other services, Capita’s new SOC also enables continual risk scanning of customer networks, providing them with evolving, precise knowledge of any security weaknesses across their estates.

“These services will be delivered using a number of market-leading technologies through security partners including IBM, CheckPoint, and Palo Alto. As part of its overall transformation strategy, Capita is focused on delivering techenabled solutions to clients that enable them to overcome complex challenges.”

Finally, this investment, for Capita, highlights their commitment to the Northern Ireland market. Ed concludes: “In response to continued client demand, the launch of this centre represents our commitment to invest in the Northern Ireland market and our enhanced support for our established customer base.

With the first IT and data security centre of its kinds in the region, we are leading the market in the delivery of cutting-edge digital and tech solutions for our clients.”

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“In response to continued client demand, the launch of this centre represents our commitment to invest in the Northern Ireland market...'

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northern ireland rare disease partnership launch first ni wide awareness raising campaign Support this year’s “Rari-Tea”- help families living with rare disease in Northern Ireland!

We are asking for individuals, organisations, businesses and groups to support a tea event with friends and colleagues; this might be an afternoon tea, a tea party or simply sharing a cuppa with a few friends.

Even the smallest of efforts can go a long way towards helping us raise awareness of our charity and the work that we do, and will aid us in reaching more families, carers and patients across the region who need our support.”

The NIRDP are joining forces with Coleraine-based ‘Infuse Artisan Teas’ to help bring people together over a cuppa to find out about rare conditions, to share some quality time, and to have some fun!

There are many ways to get involved and by posting your images and comments of support via social media, tagging us on @NI_RDP and using the hashtag #RariTea you can help us increase our reach.

If groups would like to make a donation this can be arranged via the Rhoda Walker (Chair), Julie Power (Vasculitis Ireland Awareness), Tanya Boggs (NIRDP Project Officer for the website, www.nirdp.org.uk , or by contacting info@nirdp.org.uk for more Western & Northern Health & Social Care Trust areas), Christine Collins, Fiona McLaughlin & Ian Parsley details.

(Project Officer for the Belfast, South East & Southern Health & Social Care Trust areas).

All donations will go directly towards fundraising for a full time Coordinator who will help families and patients “Rare conditions” are chronic, debilitating, life threatening affected by rare conditions access the help and support that conditions, affecting fewer than 1 in 2,000 people. There are they need. more than 7,000 such conditions-and more are being defined The charity motto is “Stronger Together”, so get involved in every year. this year’s ‘Rari-Tea’ and make a difference for all those living In Northern Ireland, 1 person in every 17 will be affected with rare conditions across Northern Ireland. by a rare condition at some point in their life. This is the equivalent of over 100,000 people; a population the size of Derry/Londonderry and a community larger than that affected For more information or to register:

by AIDS and cancer combined.

Url: www.nirdp.org.uk The Northern Ireland Rare Disease Partnership (NIRDP) Email:info@nirdp.org.uk is a not for profit organisation and registered NI charity that Facebook: @NIRDP_News work to bring about change for those with rare or difficult to Twitter: @ni_rdp diagnose conditions.

The charity are running their first national campaign, Rari-Tea, from 21st Feb - 7th Mar, which coincides with International Rare Disease Day (28 Feb) and are asking the business community to get involved in helping create real change for those affected by rare conditions across NI. Rhoda Walker, Chair of the Partnership says “Our campaign is based on the popular coffee morning model, except that in Northern Ireland we do love a wee cup of tea, hence, our focus is on having a cuppa together!

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FEATURE

Broadband Boost But The Job Isn’t Done Yet Speed and coverage improving but some are still missing out, Ambition reports.

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e spend 24 hours online each week, almost double the time spent in 2007. Indeed, so important has the internet become in our work, family, and personal lives, that it is hard to imagine what we’d do without out it.

But while many are enjoying all the benefits of being online, there are considerable numbers of homes and businesses in Northern Ireland that still don’t have access to decent broadband, according to Ofcom.

The regulator’s most recent Connected Nations report shows some 40,000 premises, or 5% of the total, still cannot get the broadband speeds needed to meet a typical household’s needs. Most of these are in rural areas. Ofcom currently defines this as broadband offering a download speed of at least 10Mbit/s, with an upload speed of at least 1Mbit/s.

The good news is that those numbers are falling, down from 55,000 last year while access to superfast and ultrafast services are on the rise.

Jonathan Rose, Ofcom Northern Ireland Director, said: “This report underlines the good work taking place to increase the availability of faster broadband services in Northern Ireland.

“However, there are still significant numbers of properties in rural areas that don’t have access to decent broadband. It’s therefore vital there is further action to ensure people in these areas aren’t left behind.”

Ofcom highlights several ongoing commercial and government initiatives. The broadband Universal Service Obligation, due to be introduced in 2020 and which will give consumers and businesses the right to

Jonathan Rose, Ofcom Northern Ireland Director. request a decent broadband connection, will help those with the slowest connections, it points out.

Alongside this, operators and government are involved in several Northern Irelandspecific projects that will improve the region’s broadband infrastructure.

Through its Project Lightning programme, Virgin Media has significantly expanded its ultrafast broadband network in Northern Ireland since 2016, with further expansion planned.

Meanwhile, Belfast has been confirmed as the first city in Northern Ireland to join Openreach’s Fibre First programme, with Openreach making gigabit capable full fibre services available to customers over its network in the city in 2019.

However, when it comes to delivering significant improvements to rural broadband, much is riding on the Department for the Economy’s planned £150m planned investment in broadband, now known as Project Stratum.

It is aimed at those premises that can’t get a service capable of delivering download speeds of at least 30Mbit/s, which DfE estimates to be around 100,000.

The project, funded by the DUPConservatives confidence and supply deal, would likely be topped up with commercial money and is potentially game changing for rural dwellers and the rural economy.

Elsewhere, Ofcom’s Connected Nations

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report shows the quality and reach of fixed broadband infrastructure in Northern Ireland continues to improve.

Superfast broadband – defined by Ofcom as a download speed of 30Mbit/s or more – was available to 89% of Northern Ireland homes and businesses by September 2018, up from 86% a year earlier.

The report also shows the average download speed of a connected broadband service in Northern Ireland rose by 10% in the year, from 39Mbit/s to 43Mbit/s while average monthly data usage per connection has increased by 28% to 240GB. Meanwhile, coverage of ‘ultrafast’ broadband in Northern Ireland, which Ofcom defines as speeds of 300Mbit/s and above, has risen to 38% of properties, from 25% last year, largely as a result of continued upgrades

by Virgin Media to its high-speed network.

There has also been a significant increase in the number of premises passed by fullfibre networks. Such services are capable of delivering very high speeds, well in excess of 300Mbit/s.

Some 12% of premises in Northern Ireland, which is highest of the UK nations, now have access to full-fibre services.

• You can find out more about broadband and mobile coverage in Northern Ireland through Ofcom’s Connected Nations reports and interactive tools, which are available online at www.ofcom.org.uk.

FEATURE

A Good Sport Lizzie Colvin is an Employment Solicitor in the commercial department with DWF Belfast. She is also a member of the Irish ladies senior hockey team, playing in the 2018 Hockey World Cup and returning home with a silver medal.

Tell us about your playing career to date.

I have been playing hockey since I was six years old and have been a member of the Irish ladies senior team for over 10 years and have won up to 161 caps for my country. This summer was our team’s first appearance at the Hockey World Cup since 2002. We were ranked 15 out of 16 teams in the competition and against all odds made it to the final against the Netherlands and returned home with a silver medal.

Do other members of your family play a sport?

Sport has played a huge role in my family life with both my brothers playing rugby and my sister and I playing hockey throughout our childhood. My parents spent the majority of the time ferrying us to practices during the week and games at the weekend and most of our holidays involved some sort of sporting activity.

What team (across any sport) do you follow?

I am a huge sports enthusiast and love watching all male and female sports between athletics, gymnastics, rugby, tennis, golf and nearly every game at the summer and winter Olympics.

What lessons are there in sport that can be applied to business?

I believe resilience is one of the biggest lessons you can take from playing sport into the working environment. Having the ability to bounce back after a tough defeat on the pitch or a difficult week in work is an important quality to have if you want to be successful not just in business or sport but life in general.

Do you think playing a sport or being part of a team makes you a better leader?

Yes, I think so. However, I’ve learnt over the years that being a good leader is not just about giving clear instructions but also understanding the skills and expertise that the people in your team have and giving them the confidence and the support they need to carry out their role.

In business, do you think the phrase ‘play to win’ applies and if so why?

Yes absolutely. To me, this means that if you

“Resilience is one of the biggest lessons you can take from playing sport into the working environment.”

believe in yourself and you have the confidence to take the opportunities that come your way, then anything is possible.

How do you balance working full-time as a lawyer and playing hockey at an elite level?

It can be incredibly difficult at times to juggle both work and hockey (and still have time for a personal life) but I am very fortunate to be part of a very supportive team at DWF NI LLP who recognise the value that sport can have in my personal and professional development and the key skills that are easily transferable to the working environment.

Receiving this type of support in work, particularly during the tough training regime leading up to the World Cup, really encouraged me to keep chasing my dream to be part of the team that went to its first major tournament in over 16 years and coming home with a historic silvery medal so I am very thankful for what DWF has done for me and their role they played in our success story.

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COLUMnIST

Ian Rainey, former international Banker and current non Executive Director at 4c Executive

Down Under

Ian Rainey discusses the growth of Australia in both it’s population and economy.

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he last time Australia suffered a recession the Soviet Union still existed and the Internet did not. No other rich country has ever managed to grow so steadily or for so long. It has been growing for 27 years without a recession. The largest source of immigrants are from Asia. I visited Australia every quarter during the mid eighties, as I was being trained by my American Bank employers to move there to manage our Merchant Bank in Sydney. Fortunately - or unfortunately - my bank acquired a Merchant Bank in London and I was moved there instead.

I met my wife when I moved to London and I can now envy my son who is working for PWC in London and is planning to do a secondment there in the next couple of years.

Not only is Australia unique in its population mix but its two major cities, Sydney and Melbourne, together make up some 40% of the total population of the country and contribute 43% of GDP. The three biggest employers in Sydney and Melbourne are the same i.e. financial services and professional services and healthcare. Sydney and Melbourne, each with approximately 5 million people, have economies, that are comparable in size to that of Bangladesh, which has 166 million people. With such a concentration of people in two major cities, real estate prices have been skewed out of all proportion. House prices in Sydney are the 6th highest in the world after New York which is 4th and London which is

5th. It is not surprising that transport facilities in both Sydney and Melbourne are by far the worst in the country, if not in the whole of Asia.

It is interesting to note that if Sydney were seen to be a city state, such as Singapore, it’s economy would rate among Asia’s 10 biggest economies. The influx from China in the last ten years has been largely one of wealthy Chinese who have made their pile at home and are now buying up the best properties in the environs of Sydney Harbour and Melbourne’s Toorak area.

For example a Chinese buyer paid A$40m for a large but slightly run down property in the Toorak area last August which was about A$14m higher than the previous record in the state of Victoria. There are said to be about 120 tennis courts in the Toorak area and close to one fifth of them are attached to residences owned by Chinese residents. Most of the Chinese residents are either students who are searching for a better and broader education base than can be found in the motherland. The

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parents are generally not full time residents but are securing a bolt-hole where the climate and the atmosphere is more invigorating than at home.

There is a concern that the economy generally is too reliant on China, which is the biggest buyer of Australian minerals, the biggest supplier of tourists and foreign students and even becoming the biggest consumer of Australian wines. There are also glaring domestic problems. The appalling circumstances of many Aboriginals are a natural embarrassment and the failure to answer their political grievances compounds the rancour. Even more alarming, global warming is making an already gruelling climate harsher. Rainfall, never reliable, is scarcer and more erratic in many farming region in the west and centre of the country. Over the past two years unusually hot seawater has killed a third of the coral on the Great Barrier Reef.

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Kilbegs Business Park, 4 Ferguson Way, Antrim BT41 4LZ T. 028 9066 3804 E. sales@listermachinetools.co.uk W. www.listermachinetools.co.uk

www.kasto.com

FEATURE

Having the solution is only the first step towards tackling the challenge...

Mairead Mackle is an award-winning female, entrepreneur, founding and operating a diverse suite of progressive businesses across several industries including care, support, housing solutions, renewables and regeneration across Ireland. Here, Mairead talks about her career journey to date, new businesses and opportunities she is excited to explore in 2019.

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Life before HCIL Enterprises “I initially chose podiatry as a career because I liked the idea of clinical autonomy with an element of independence. Having completed my studies in Belfast, I started a podiatry practice in Armagh. Soon after my first child was born, I realised as a mother I needed more flexibility, I felt trapped within my working environment - it was too restrictive for me, so I had to find a way to change that. I founded Homecare Independent Living in 1995 and our first office desk was the kitchen table.”

HCIL now stands as one of the largest domiciliary care providers across Ireland, employing over 1,200 people and providing over one million hours of care annually.

Homecare Housing and Support provides 2,200 beds every night for vulnerable families or those at risk of homelessness and manages over 900 properties in Northern Ireland.

Now as a mother of seven, Mairead comments that “flexibility is even more important to me. Over 20 years ago, my husband Gerald bought me a book when he was on a trip to Texas called ‘The E-Myth’ by Michael Gerber and it has definitely shaped my view of business. Gerber says in that book, ‘If a business isn’t giving you more life, it’s taking your life away and if it doesn’t give you more freedom it isn’t a business at all, it’s only a job!’

It’s always been through this lens that I look at my business.”

Mairead and her husband Gerald have taken on a number of new ventures and invested in several different industries over the last number of years from technology platforms, AD renewables and running their own dedicated, employee-led charity iCare. “When we find something that concerns, inspires or challenges us we get really excited about finding a new solution – we will both always be looking for our next project. It certainly means that life is never dull. It’s also provided great opportunities for our older children to get involved and join us on the journey.”

With the right people, nothing is impossible Mairead firmly believes that in order to be successful, you need great people around you; those who challenge you, who inspire you, who teach you something about yourself. Speaking about this, she said, “I am so lucky to have those people in my close inner circle. Whether it’s a conscious or unconscious decision, my own experience is that you attract people who share your personal values. Those are the people who will not only go on the journey with you but who understand and buy into your vision and feel passionate about delivering results. Our core business areas are care and housing. Our clients and service users are often our society’s most vulnerable individuals - for our team members, HCIL is not simply a job or a career, it’s a vocation to care. They chose to

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make a difference to someone’s life and that is very powerful.”

Running an independent charity alongside your business The very heart of HCIL are the communities in which it operates, so in 2010 a small group of likeminded employees got together with the idea of making a difference in their local communities through acts of kindness – iCare was born, www.icarecharity.com In December 2010, iCare embarked on its first major fundraiser using the grounds of the listed estate in Milford to create a magical Santa experience, Santa’s Gatelodge. It is entirely volunteer-led by a team of HCIL employees working alongside over 300 volunteers from the local schools and community. Some of the funds from this year were used to buy presents for 400 homeless children across the country, which were all hand delivered by the HCIL team before Christmas day. Since 2010, iCare has added ‘The iCare Purple Run’ and the HCIL staff ‘Give an Hour’ to its annual events, and has launched the iCare Wishes initiative, where any member of the public can nominate someone they felt could benefit from an act of kindness.

Speaking about iCare, Mairead said, “Since 2010, iCare has granted over 350 iCare Wishes in communities across Ireland. We recognise that a simple act of kindness can have a profound impact on someone’s life. Our

FEATURE

mantra is you’ll find us wherever kindness can make a difference. In 2018, we were delighted to win the Business in the Community Responsible Business Award for Building Stronger Communities – this reinforces the real difference that we make to individuals and groups, living in our local communities.”

Finding the Solution is only the first step “Everything is a learning curve and failures just lead you to the next great thing”.

“I brought the kids to see Mary Poppins Returns recently and sitting in the cinema watching a remake of a much-loved classic, I remembered how much I loved the message of this movie. Perception is subjective. We all see situations differently and it’s from this great melting pot of ideas, opinions and experiences that we keep learning from each other and can still get excited for the next challenge ahead.”

“Of course, we have faced challenges across our businesses. We’ve probably learned more from our failures than our successes. Our industry has faced periods of transformative change and as a result we have often had to adapt very quickly to find solutions. Health and Social care as an industry remains undervalued and under supported even though it involves real people, often our society’s most vulnerable.”

2018 was a busy year for HCIL itself as the business continued to grow and develop. In Q4 HCIL announced 200 new jobs and an investment of £5 million across its suite of businesses. In addition to this, the organisation announced the opening of Royal Homecare Dubai, its offices that will be operating in the UAE. In order to create a sustainable future for the business and its people, Mairead promotes values-based leadership and continuous professional development for her team, adding value to their roles in terms of employee engagement initiatives and reinforcing the company culture of inclusion which is underpinned by the iCare Values: Integrity, Commitment, Accountability, Respect and Empathy.

iCare Digital Another area that Mairead has a fervent interest is in innovation in health and social care, particularly transforming the way care is delivered, in line with the digital era of today.

Research has shown that over 22% of school leavers need to go into health and social care if we are to meet the demands of our aging population, which is a global problem.

Mairead has committed to a programme of development and set up “iCare Digital” utilising cloud and mobile technology in order to find a better way to deliver much needed services and make the most effective use of our existing resources.

“Empowering women to be women of power” And then there is Evolve, an inclusive community for women founded by Mairead in 2018. “My passions are equality, diversity and using the power of business for doing good. I believe that women are the architects of our society but so many women lack the basic confidence to take their talents to the next level, so Evolve Women, through their four pillars of Wellbeing, Leadership, Inspiration and Purpose will encourage women to take the next step into greatness.

Mairead pictured with daughters Lauren and Cara.

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The next adventure…

Having indicated that she and her husband Gerald are constantly horizon scanning for new opportunities to sink their teeth into, it comes as no surprise that Mairead has launched another new business in Q4 of 2018 – Fabraco, a design-led company that has developed a range of Portable Space Solutions, created using innovative design, offering comfortable temporary or permanent accommodation for use in both the private and public sectors.

“Fabraco is involved in transforming simple shipping containers into modern, high quality homes and offices, which has endless applications.

Homecare Housing provide 2,200 beds for homeless services every night, so we needed to come up with a new and innovative way to address the major homeless problem in Ireland. Our solution can be used for single, multi-use or large-scale needs. With Fabraco, we have the potential to give people the freedom of their own home environment whilst doing something proactive and positive to address the growing housing crisis.”

CIRCULAR THINKING REQUIRED FROM BUSINESSES On 4th July 2018, the EU Council’s Circular Economy Package (CEP) became law.

On the surface of it, the law seeks to encourage member states to increase their recycling rates from the current target of 50% of all municipal waste to 55% by 2025 and 65% by 2035. In addition to this, the legislation also looks to encourage a reduction in packaging waste and specifically, an increase in the use of recycled plastic raw materials.

The UK government has signalled that the Circular Economy measures will be adopted within UK legislation at a later date, even after the UK leaves the EU. Underneath it all though is a trend which is becoming a mainstay in the way businesses approach strategic decision making. Historically, business thinking, in terms of resource efficiency, has largely been based on avoiding waste through effective segregation and minimising raw material inputs.

The thinking now is for a more holistic solution – one that strives to close the resource utilisation loop and become self-sustaining. The thinking, often termed Circular Business Models, identifies ways in which the raw materials required to produce a product are derived from the same or another post-consumer product.

Some of the more innovative models include Levi Strauss & Co’s textile recycling model. Under this model the apparel giant treats post-consumer clothing with an enzyme, which breaks the fibres down and allows them to generate a virgin cotton replacement fibre. The programme works alongside the company’s bring-back policy, which provides consumers with a discount on new purchases when they return an old garment.

RiverRidge is embracing this new thinking and intends leading the circular revolution in Northern Ireland. Their focus is on developing projects within Northern Ireland which generate viable raw materials from existing waste streams. The regenerated raw materials can then be used to replace virgin equivalents. Most importantly though, the savings achieved via this innovation remain within the Northern Ireland economy.

One such project involves the treatment of household waste to produce a quality aggregate substitute for use in the concrete and construction sector. Typically, there is up to 10% usable aggregates in an average tonne of household waste. RiverRidge’s £3.5m investment in a wash plant at

Full Circle Generation Energy from Waste Facility, Belfast Harbour Estate.

Some of the newly branded fleet at RiverRidge.

their Craigmore facility in Coleraine will effectively liberate upwards of 20,000mt of this valuable raw material each year.

A number of other projects are also in various stages of development.

As Northern Ireland’s leading waste management operator, RiverRidge, is happy to take the lead in changing the way businesses approach waste and hopes to put Northern Ireland at the forefront of the circular (Re)thinking revolution.

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For more information: T: + 44 (0) 28 95 313 313 E: info@riverridge.co.uk W: riverridge.co.uk 62 – 66 Duncrue Street Belfast BT3 9AR

appointments

New Appointments

Corporate law firm A&L Goodbody (ALG) is continuing to grow its talent base in Belfast as six members of the firm complete traineeships and take on roles as newly-qualified solicitors, and a further seven trainees join the firm. Having successfully completed training contracts with ALG, Niamh Collins, Dean Barr, Emmie Ellison, Lauren Lamont, Laura Barron and Jennifer Brannigan have secured full-time positions as solicitors at the firm. Meanwhile, Kourosh Abelekoob, Lydia Gilmour, Victoria Roberts, Shane Swaile, Martin McKiernan, Lauren McCollum and Lauren Smyth represent the newest cohort of trainees who will begin their legal training at ALG.

Dave Vincent has been appointed Chief Digital Officer at Tourism NI.

Helen Skeffington has been appointed Payroll Manager at Mount Charles.

Mary Scullion has been appointed Sector Michele Reid has been appointed Group Lead, Local and Devolved Government & Manager for Mount Charles’ healthy Transport, UK&I at Fujitsu. eating franchise, Freshly Chopped N.I.

Total Recruitment Solutions At PRL Recruitment we have been identifying and introducing exceptional talent since 1973 PRL Advert x 2 (MRR) V2.indd 6

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16/10/2018 12:42

Talent Acquisition

By Glenn McCormick, Interim Recruitment Manager NI, PRL Integrated Services.

PRL Recruitment is the go-to recruiter for high calibre talent on the island of Ireland. With offices in Belfast

Ulster Bank’s Gemma Jordan has been appointed Chair of CMI.

and Dublin, PRL is well placed to find perfect candidates with the correct skills, attitude and cultural fit into your business.

With expert knowledge of the industry, we are well placed to attract the right candidates for the right employer. Our philosophy is straight forward and uncomplicated. We aim to offer excellent service, value for money, and we treat clients and candidates with courtesy and respect. Above all we make sure all advice and opinion is always honest and factual.

Recruitment services can be seen as a matchmaking business but for us it’s about understanding our client’s needs, their business, their culture, and delivering the ideal candidates for them.

We find the only way to do this is by meeting all our new clients face to face.

In the same way a client’s needs can’t be ascertained from a phone call, we provide that personal touch by meeting

Phil Murray has been appointed Programmes Manager at Northern Ireland Chamber of Commerce and Industry.

prospective candidates in person. We need to ensure that we identify the candidate with the right morals and work ethic for the business, so all of our candidates are screened before we would recommend them for interview.

PRL’s unique selling point is getting to know each client’s business inside out and being able to recommend suitable, qualified candidates who will expertly fit the business’ culture.

We aren’t reinventing the wheel, but Recruitment is about people and we specialise in building partnerships with our clients and relationships with our candidates.

In 2019 PRL Recruitment plan to increase their media presence and driving brand awareness across Northern Ireland.

If you are looking for recruitment solutions call PRL today for expert advice and guidance through the recruitment process.

Oliver Tighe has been appointed associate solicitor in Carson McDowell’s Commercial Property team.

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Helen Smyth has been appointed Executive Director, Risk and Consultancy at FinTrU.

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Take advantage of Belfast’s finest five-star hotel’s winter sale and choose from a range of competitively priced corporate packages, now available to book for the New Year. With day delegate rates from £35 per person in The Merchant’s impressively equipped meeting and event rooms, to unique private dining experiences from £42.50 per person, there are a host of options for memorable meetings and events. If you’re looking for a truly sensational winter space, The Merchant’s atmospheric Rooftop Alpine Lodge caters for private events for up to 70 people, with packages available from just £27 per person.

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ALMAC GROUP’S GOLDEN YEAR - 2018 At the start of another year, pharmaceutical development company Almac looks back on 12 months of celebration, investment and further expansion.

2018 was a signature year for the company as it marked 50 years in business. In pursuit of its vision to advance human health, Almac Group also passed the significant milestone of employing 5,000 people at 17 facilities across the world including the US and Asia in addition to exceeding £500 million in revenue.

Almac’s original site in Craigavon remains its hub and global headquarters housing all seven Business Units and now employing over 3,200 people. It welcomed a £20 million investment in the last 12 months creating a 95,000 sq ft custom built cold store, one of the largest of its kind in Europe. Ongoing client demand also resulted in further expansion of its European campus in Dundalk.

The unique skills and expertise of the company’s talented team also won plaudits both within the pharma sector and the more general business environment. Almac won no less than five major awards throughout 2018 including the R&D Achievement Award at Budding scientist Beth Danagher (10) from Bangor, joined Alan Armstrong, Chairman the Irish Pharma Industry Awards and the Deloitte Best Managed and CEO of Almac Group (left) and Eric Porter, Chairman of the Odyssey Trust, for the announcement that over £1m is being invested in a partnership agreement between Almac Companies Award.

Group and W5 to enhance STEM knowledge and understanding through interactive learning.

With its commitment to encouraging young people towards STEM related careers, Almac welcomed hundreds of students on work shadow placement at Craigavon and conducted school visits MED-Lab at W5 is an exciting 4,000 sq ft interactive exhibition area throughout the province. It also inaugurated the Almac McKervey exploring the human body and telling the story of drug development Award at QUB and enhanced the Sloane McClay awards, in which Almac hopes will inspire the next generation of scientists and partnership with National Museums NI and the Hans Sloane Trust, all Almac’s employees of the future. of which recognise academic excellence in science.

2018 was also an important time of preparation for a new project For more information visit: which will open in January 2019 following a £1 million investment www.almacgroup.com over ten years by Almac in a unique partnership agreement with W5.

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sponsored feature

how much is your business worth? business (on a debt-free, cash-free basis).

M

icrosoft ($850bn) recently overtook Apple ($847bn) as the world’s most valuable publicly-listed company, 16 years after Microsoft lost its crown in the wake of the dotcom crash.

Microsoft is now trading at c. 24 times expected 2019 earnings whilst Apple is trading at c. 13 times what analysts think it’ll generate in 2019. This means Apple makes more money than Microsoft, but investors are currently willing to pay more for each dollar of Microsoft’s earnings. Why is this?

The discussion around business valuation is always a topical and often emotive one, especially when an owner is evaluating their own business.

There are no hard and fast rules to determine the value of a private business but there are some generally accepted methodologies and principles which can be applied to provide an indicative valuation.

This article aims to provides a high-level overview of the above.

A valuation may be required in circumstances such as: • Preparing a business for sale or evaluating

an offer • Analysing an acquisition opportunity • Obtaining debt or equity financing • Gifting of shares to family or employees • Estate planning / death of a shareholder • Shareholder or marital disputes • Insolvency or bankruptcy matters A number of different valuation methodologies can be used to place a value on a trading business with some being more respected than others. This article focuses on the most commonly applied method being the concept of Future Maintainable Profits capitalised by a suitable multiple.

Multiple of Future Maintainable Profits (FMP) FMP are the most important aspect of any business valuation as they reflect the fact that the value of any trading business lies in its future profits. This valuation methodology applies an appropriate multiple to the FMP to capitalise those earnings into a value for the

Establishing FMP FMP are calculated by reviewing the company’s financial statements and making adjustments for non-commercial and nonrecurring items.

Any purchaser is buying the future potential of the business and therefore FMP should be based entirely on future free-cash flows and a review of all information and adjustments should be carried out in this light.

Readers of this article are likely to have knowledge of EBIT (Earnings Before Interest and Tax) and EBITDA (Earnings Before Interest, Tax, Depreciation and Amortisation). However, care should be taken when using either of the above to value a business.

For example, if a business requires an average capital spend each year of 50% of net profit, it’s not appropriate to add back the entire depreciation charge when deriving FMP. As Warren Buffett once asked “Does Management think the tooth-fairy will pay for cap-ex?”

Therefore, in capital-intensive industries, EBITDA can be a meaningless metric.

Our preference is to review the particular circumstances of each engagement with a view to establishing a fair and reasonable figure for FMP. This is then applied to an appropriate multiple.

Establishing the Multiple The multiple will reflect the rate of return a prudent purchaser would reasonably require in light of the growth potential and the risk factors inherent in the business. In broad terms, the lower the risk, the higher the multiple.

Therefore analysing the drivers behind FMP is the predominate factor in valuing a trading business with the process being a trade-off between expectation and risk in regards to the likely continuity and development of the FMP. Some analysts suggest that Microsoft is currently trading at a greater multiple than Apple due to its more diversified sales portfolio (PC operating systems, software products, X-Box franchise and cloud computing) whereas over 60% of Apple revenues are generated from the iPhone. In addition, analysts also expect Microsoft to deliver more robust growth over the next few years.

When considering the multiple, the following factors relating to the company should be reviewed to identify growth potential and risk around future cash flows: and projected financial • historic performance • attractiveness of the sector and strength of market position • competition, including barriers to entry • strength of its management team and size of the company • geographic location and premises • asset base and intellectual property • purchaser synergies • economic and political climate This list is not exhaustive and care must be taken not to reduce/increase both the FMP and the multiple when reviewing the above considerations. It is also advisable to review the following information: Comparable transaction multiples – These give an indication of pricing and trends in the market. Valuation indexes can also be evaluated to provide a further review mechanism, such as the PERDA and UK200 Group index.

Stock-market multiples – It may be appropriate to consider the earnings multiples of PLCs. However, an appropriate discount will almost always be applied if valuing a private company when compared to those on the markets.

Industry ‘Rules of Thumb’ – These can also be analysed but care must be taken as every business is different and no assumptions should be made in respect of multiples applying across an entire sector.

Summary When business owners are considering future plans it is beneficial to understand the important drivers behind business valuation. Each scenario will be different.

Whether buying, selling or restructuring, an advisor knowledgeable and experienced in determining value and price will be able to help navigate the complexities of valuation.

ABOUT THE AUTHOR Michael Drumm is a Partner in CavanaghKelly working with owner-managed businesses and professionals. He specialises in business valuation and providing strategic business advice and corporate finance advice on M&A transactions.

T: 028 8775 2990 E: info@cavanaghkelly.com michael.drumm@cavanaghkelly.com

www.cavanaghkelly.com

OUTSOURCING YOUR SHIPPING WITH exporter services Having an inhouse shipping function can work well, however when this is one person managing all export and import function this is certainly a risk. The employee, will at times, be under pressure to deliver a quality service to customers as workloads fluctuate leaving the business exposed. This is further exacerbated during holiday times and unplanned absences, such as sickness.

From a cost perspective having an in-house shipping department means staff need to be adequately trained and kept up to date with the forever changing legislation.

You therefore need to ask yourself is an in-house function as cost effective as it would appear to be?

Exporter Services believe the better option would be to have several people covering the function. This will ensure there are no gaps in service and consistent cover is provided to your customers all year round.

Let’s look further at the reasons why you might want to outsource your shipping department.

• Training • NI & Tax • Holidays • Desk space 2. Continuity of support from a team of specialists with shipping knowledge that is constantly updated 3. Providing an end to end service from order despatch, providing the right documentation to ‘proof of export’ 4. VAT compliance from an HMRC perspective ensuring that the regulations are adhered to keeping your business safe from any unwanted surprises 5. Managing the ‘peaks and troughs’ of the business for movement of goods providing a consistent level of service throughout the year 6. Constant feed to the business of new information regarding changes to legislation that could affect existing processes and any financial aspects of the business 7. Ability to negotiate freight rates for efficiency and cost savings 8. Ensuring goods are insured correctly by using the appropriate Incoterms on all shipping documentation 9. Provision of support for new market entry i.e. knowledge about specific country legislation, documentation requirements 10. Finally, you can concentrate on growing your business, and as you grow, the company can grow with you!

To find out more visit www.exporter-services.co.uk

1. More cost effective, perform a cost comparison between providing an internal function vs outsourced shipping and consider the following costs: • Salary

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REIMAGINING WORK EXPERIENCE Catalyst Inc has launched its Reimagining Work Experience programme for 2019 and is hoping to partner with more companies than ever before.

Looking to attract 30 innovative companies within the Knowledge Economy sector to partner with 300 post primary students, the programme will aim to solve intense employer-led innovation challenges to provide young people with skills for the future such as critical thinking, creativity and problem solving.

Taking place from Monday 17 June to Thursday 20 June 2019 in Titanic Belfast, young people from Year 13/Lower Sixth age will collaborate in small teams with the companies to create meaningful outcomes for both them and the company.

Using ‘Design Thinking’, a concept many employers are now seeing as a vital part of achieving results in the modern workplace, the young people will team up with company representatives to tap into their creative minds to solve real-life business problems the company may be facing. Previous examples have included recruitment or team challenges, new ideas around product launches or even what companies need to do to attract young people to work for them.

Anna Valli, CEO at SureCert, who took part in last year’s pilot said, “Our experience with the students was very positive and provided relevant insights to our business. Working together with the new generation is always a great idea – it makes the gap between the industry and the younger generation smaller, and helps both sides glean valuable information.

“While students learn about the company and working life, we got great ideas and new point of views from the future generation of job seekers.”

Anna Valli, CEO at SureCert with her project team.

If you are an employer within the Knowledge Economy sector and want to find out more about the Reimagining Work Experience programme, contact Ashleigh Harris on: Ashleigh.harris@catalyst-inc.org

June 17th - 20th, 2019 Titanic Belfast

_

RE-IMAGINING WORK EXPERIENCE

ARE YOU AN AMBITIOUS YEAR 13 STUDENT? In this four day unique work experience you will solve real problems for innovation focused companies and develop 21st century skills for jobs of the future.

APPLY NOW: www.generationinnovation.co LET’S TALK | LET’S SHARE | LET’S CONNECT

  @CIConnect

COLUMNISTS

Sync NI’s Brendan Drain

Techie Talk Time Northern Ireland’s tech start-ups are developing life-changing technologies. Here are three start-ups to watch in 2019.

Uleska builds security in during development NeuroCONCISE makes life-changing brain-computer interfaces

When it comes to making a positive difference in the world, Derry/Londonderry-based start-up NeuroCONCISE is the one to watch.

The company has combined the fields of neuroscience and artificial intelligence with proprietary wearable tech to create a wearable brain-computer interface device that can be concealed in any standard headgear.

The device has been successfully used as a diagnostic tool for patients in comas or who have become unresponsive after serious brain injury, and allows them to learn to control a computer and communicate with loved ones again using just their thoughts. Artificial intelligence software is used to classify brain activity from the wearable device into a control signal, allowing a high level of control without any dangerous implant surgery.

Headed up by Professor of Neurotechnology Damien Coyle, NeuroCONCISE originally spun out of the University of Ulster in 2016 and has gone on to win significant awards for its innovative work. The company most recently won the Innovation of the Year award at the 2018 Institute of Engineering and Technology Innovation Awards in London, and also became the NI regional finalist of the InterTradeIreland Seedcorn Investor Readiness Business Competition.

Belfast-based start-up Uleska has taken the local cyber security and software development industries by storm this year with its innovative approach to automating application security.

As the number of potential security threats for businesses and software grows each year, so too does the cost of protecting against all of them.

Rigorously testing software and systems can put an unreasonable load on a firm that just wants to concentrate on its core business or on developing software, and that’s where Uleska comes in.

Promising to reduce security management costs, Uleska maintains a suite of open-source and proprietary tools to rapidly test for a wide range of known threats and vulnerabilities hackers are known to use.

This reduces the need for costly consultants and software rewrites and helps software developers incorporate security into their products during development, limiting the company’s risk of exposure to security breaches. Uleska was founded in 2016 and recently announced that it had secured £500,000 in investment and sales to drive future growth.

Machine Eye uses AI to prevent industrial accidents In highly mechanised industries such as agriculture, industrial accidents involving moving equipment result in hundreds of deaths per year globally and a significant financial drain on the firms affected. In no industry is that so keenly felt as in agriculture, with over 100 serious accidents happening per year on Northern Ireland’s farms alone and numbers of deaths on the rise in recent years. Newry-based tech start-up Machine Eye has set its sights on this growing problem, applying artificial intelligence and sensors to directly prevent accidents with machinery.

The Machine Eye device can be fitted into a tractor or piece of heavy machinery and will

automatically detect when an accident may be about to occur, pre-emptively isolating or halting the machine to prevent injury. This innovative new technology is expected to significantly reduce accidents on farms and inside automated factories and has potential to be used in the hazardous construction industries to help prevent deaths.

The company has won a wide range of awards since being founded in early 2018, including the Invent 2018 award in the Electronics category, the Innovation Award at The Ireland Funds Business Plan Competition 2018, and the Enterprise Ireland Safety Innovation Award at the National Ploughing Championships.

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

Business Class Motoring

By James Stinson

18 Boucher Way, Belfast, BT12 6RE W: agnewleasing.com

Sponsored by

LIFESTYLE

James Stinson

Honda’s Friendly SUV

There’s room to spare in Honda’s new CR-V, writes James Stinson

I

t’s going to be increasingly difficult to write anything creative and exciting about new cars if the current trend towards everyone making, wanting, and owning SUVs carries on.

Once a niche product, these high riding, roomy and sometimes awkward looking creations are now mainstream going on ubiquitous.

Honda knows this more than most. The original CR-V, launched some 23 years ago, was the first of its kind - a real trailblazer. Honda sold them by the shipload and the CR-V gained a reputation as the go-to car in this sector.

This fifth generation CR-V launches into a very different market. SUVs of various sizes now account for nearly 40% of all new car sales. Every manufacturer – even the likes of Maserati, Porsche and Rolls Royce – have one or more in their ranks.

The CR-V isn’t unique anymore so it has to be good, and it is… for the most part. It’s not an all-rounder, suited to pulling horse boxes or crossing muddy fields, but will prove popular with drivers who like its unpretentious looks and the CR-V’s reputation for reliable, comfortable motoring.

Space is a big factor when it comes to choosing a new car and especially for these SUVs. Honda’s engineers have pushed the wheels further to the corners and widened the body of this new car, which translates into more interior space. Something, no doubt, driven by the CR-V’s popularity in America where people are just bigger (wider). Still, we all get to benefit from this extra hip, head and legroom.

The extra space also allowed Honda to offer a seven-seat version for the first time. The third row, as is usually the case, is best used for short journeys and for kids only, but it’s a welcome option nonetheless.

The other big news is Honda’s decision not to offer a diesel engine. It’s a pity as the latest diesel engines produce less greenhouse gases

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(CO2) and are almost as clean, in terms of air pollution, as their petrol equivalents. Honda is instead offering turbocharged 1.5 litre petrol only or petrol hybrid versions.

The 1.5 unit will be adequate around town but mightn’t have enough oomph for longer journeys or more energetic drivers. The hybrid though looks the part. It costs a few grand extra but has more power and is capable of delivering north of 50mpg. But you can’t have sevenseats and the hybrid motor, as the batteries it needs sit where those extra seats would.

As with most hybrids, drive switches between electric only, electric and engine power, and engine only, depending on how hard and how far you are travelling.

Parking sensors, a rear-view camera and a bunch of safety kit – including a collision mitigation braking system, forward collision warning, lane-keep assist, lane departure warning, road departure mitigation, adaptive cruise control and traffic sign recognition – are standard.

Both conventional and hybrid models come with the option of two or all-wheel drive, and six-speed manual or automatic gearboxes though the more you add on, the more it’ll cost.

So entry-level versions start at £26,000, while fully specced hybrid, all-wheel-drive models cost around £37,000.

Agnew Fleet Manager

TECHNOLOGY KEEPS US AHEAD

18 Boucher Way, Belfast, BT12 6RE W: agnewleasing.com T: 028 9038 6600

LIFESTYLE

Small but serious audi

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mall cars aren’t always cheap, as anyone who has ever bought a new MINI will vouch. It’s the same with the Audi A1. Both are premium

brand superminis for people who want small cars with that little bit extra quality and exclusivity.

This newest version of the Audi A1 costs

from £18,450, which is a good 30-40% more than you’ll pay for a similarly specced Polo, Ibiza or Fiesta. And, to be fair, this completely new A1 does look and feel considerably more upmarket.

A big change over the first-generation A1 is the demise of the three-door version, with today’s car offered in five-door Sportback form only. It makes the car a more practical family choice, with easy access to an interior that’s more spacious than the original model.

The rounded form of the original A1 has given way to a far more sculptural look, with deliberate nods towards iconic models from Audi’s past – particularly the Quattro rally cars.

The cutting-edge interior style of more expensive Audi models has rubbed off on the A1 too, with the same bold horizontal lines as seen in the hi-tech Audi A8 luxury saloon.

Initially, only one engine is offered, namely a 114bhp turbocharged 1.0-litre three-cylinder petrol that carries a 30 TFSI badge. It’s claimed to return up to 57mpg, which is very competitive with the A1’s rivals. It’s honest rather than rapid, with a 0-62mph time of 9.5 secs quoted, but more powerful motors are set to join the range later…if you can wait.

Kia’s range extender

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iven our love of SUVs and increasing take-up of electric vehicles (EVs), this new Kia e-Niro couldn’t be more timely.

Based on the already popular Niro Hybrid, this all-electric version and sister car of Kia’s Kona, offers the best combination yet of family-sized space and driving practicality.

EV battery technology, and hence range, is improving all the time, with Kia saying the new e-Niro can cover 280 miles on a single charge. Expect around 250 or thereabouts in real-world conditions, which should still be enough for most drivers and the vast majority of journeys.

Plugged into a 100 kW fast charger, it takes only 42 minutes to recharge the battery from 20% to 80%.

Key to the Niro’s longish range credentials is the drivetrain and electric motor shared with the Hyundai Kona. Specs are still being firmed up but Kia, like Hyundai, will probably offer two

different power versions, with a cheaper, shorter range model also available.

However, as range is everything, the larger powered 64kWh battery version will still be the one to go for. It’s more costly, with prices expected to start around £30,000 when it goes on sale early next year, but it’s money well spent to avoid dreaded range anxiety.

What many prospective buyers of EVs rarely appreciate is how quick they are compared to diesel or petrol cars. Electric motors produce bags of torque, which means that when you put your foot down, the response is strong and instant – a 0-62mph time of 7.8secs is quoted.

Elsewhere, it’s the Niro we’ve become accustomed to, with a spacious cabin, a solid

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interior, and a design that’s only marginally changed over the other Niros, most noticeably with a closed-up front grille.

Final pricing and specs will be released soon with sales and deliveries likely to start in early 2019.

NEW AGNEW FLEET MANAGER LAUNCHED Agnew Leasing have announced an exciting reskin for their in-house fleet software, Agnew Fleet Manager.

Redesigned with an easy-to-use interface and advanced functionality, the new developments simplify fleet management, making it easier than ever for customers to control their fleet and source key fleet data.

The innovative software is designed around a ‘Dashboard’, alerting customers to activities which require action, instantly and easily, streamlining fleet administration.

With a dedicated Fleet Software Specialist on hand to provide users with expert advice and assistance every step of the way, customers are supported from initial setup, right through to aftercare and maintaining

their account.

Tailored to each customer’s requirements, Agnew Fleet Manager offers a central location to store vehicle details, displaying Co2, P11d values, and rental information. Fleet managers can import fuel costs, record driving license numbers and driver details, and send free SMS messages to drivers including mileage updates, service reminders, and announcements. A dynamic service scheduler will even alert customers of lapsed services, maintaining service histories, and offering a direct link to book vehicle services online.

The latest update introduces a fresh new look and enhanced layout, simplifying the sites navigation and assisting customers in sourcing important information related to their fleet. A new ‘Fleet Summary’ page will offer customers a full overview of their fleet, with data and visuals outlining the fleet breakdown by supplier, vehicle type, and brand.

To find out more about Agnew Fleet Manager and how it could help your business, contact Agnew Leasing Fleet Software Specialist, Paige Reilly, on 028 9038 6600.

DONNELLY GROUP EXPANDS FLEET OFFERING Northern Ireland’s largest family-owned new and used vehicle retailer the Donnelly Group has extended its fleet offering, with Donnelly Fleet services now available at all nine locations across Northern Ireland.

Previously known as Donnelly Finance and Leasing, Donnelly Fleet specialises in Contract Hire, Personal Contract Hire, Hire Purchase, Finance Lease and Outright Purchase, operating from all showrooms across the province.

Specialising in sourcing, funding and managing any make or model of vehicle, Donnelly Fleet provides tailored solutions to the requirements of each individual customer, whether it requires one or 100 vehicles.

With over 71 years of experience Donnelly Group, through Donnelly Fleet, provides a range of cost-effective finance solutions to keep local businesses on the road.

Tony Magee, General Manager for Donnelly Fleet, said: “Our friendly and knowledgeable team can assist with diverse needs such as, finance, passenger cars, commercial vehicles, hybrid and agricultural options, meaning we are ideally positioned to provide customers with the information required to make an

informed decision regarding their fleet.

“We recognised the importance of a dedicated single point of contact, and now assign a dedicated Account Manager from the beginning of the customer’s enquiry through to the very end of the contract whilst managing all aspects in between.

“Understanding every customer and business to be unique, with varying budgets and vehicle requirements, our Account Managers are specifically trained to provide tailored solutions to match the exact needs of the customer.”

Tony continued: “Circumstances and requirements of businesses can change from time to time and as a result we work very closely with our customers to provide tailored motoring solutions that are flexible to the needs of their business and working environment.

“Our locations stretch right across Northern Ireland and ensure that wherever your business is, help and assistance is nearby. In addition to this we can also provide 24/7 365 call out

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capabilities when required.

“For the last 71 years the Donnelly Group’s ethos has focused on ‘keeping the customer central to everything we do.’

This ethos is well and truly embedded in the culture at Donnelly Fleet where our knowledgeable team are committed to matching local businesses to the right fleet at the right price.” www.donnellyfleet.co.uk

T2 WELCOMES 80 MILLION PASSENGERS Dublin Airport Terminal 2 has handled over 80 million passengers since it opened eight years ago.

Dublin Airport Managing Director Vincent Harrison described Terminal 2 as a huge success which has delivered significant benefits to the Irish economy.

“Terminal 2 has been a key asset in driving connectivity and growing passenger numbers by more than 60% since T2 commenced operations on November 19, 2010 and this growth stimulates tourism, trade and investment throughout the country.”

Home to Aer Lingus, Emirates, Delta Airlines, American Airlines, United Airlines and Norwegian, the multi award-winning passenger terminal facilitates flights to 94 destinations - 60 European, 14 in Britain, 17 in North America, one in the Middle East, and two in Ireland.

The advent of T2 and its US preclearance facility has also helped deliver a huge expansion in transatlantic traffic at Dublin Airport.

Last year saw a record 3.5 million transatlantic passengers using the airport and transatlantic traffic is up a further 16% so far this year.

There has also been strong growth in the airport’s transfer business. The number of connecting passengers has increased fivefold since 2010 to almost 1.6 million passengers last year.

“We have worked closely with our airline partners to grow North American connectivity and to build a substantial transfer business,” Mr Harrison said.

“Dublin Airport’s transatlantic traffic has more than doubled since 2010 and Dublin is now the sixth largest gateway between Europe and North America.”

Three new transatlantic routes will start next year, as Aer Lingus

Celebrating T2’s eighth birthday, Dublin Airport Retail Assistant, Simona Jurguliene; eight year old Aidan Meagher visiting from Sydney; and Dublin Airport Facilities staff member, Michael Cooley.

will launch flights to Minneapolis St. Paul and Montréal, while American Airlines will operate flights to Dallas. www.dublinairport.com

Eversheds sutherland nominated by legal 500 uk for northern ireland law firm of the year The law firm, which only set up in Belfast in 2015 with six staff, has grown in strength to now boast 15 lawyers including 3 partners.

The Legal 500 UK awards recognises and rewards the best inhouse and private practice teams and individuals over the past 12 months. Assessed on merit, the awards highlight the practice area teams who provide the most cutting edge and innovative advice.

Recently, Eversheds Sutherland announced its intention to double its size in Northern Ireland to bring its headcount to over 30, due to the demand for its services.

Eversheds Sutherland Ireland managing partner Alan Murphy: “This is outstanding recognition of our team in Belfast and the work that they have done to build our international network here.”

“Legal 500 is the benchmark by which the legal industry is externally measured and to be nominated against other established and well-respected firms is hugely encouraging for us.”

“Over the last year we have worked on many wide ranging and complex deals which have shown the ability and dedication of our entire team.”

“The turbulence caused by Brexit has been challenging for our clients who often work across international borders, but with our network of offices and our strong presence across the island of Ireland we have been able to help them navigate this difficult period and will continue to do so right into 2019.”

“As we move towards the awards event in London in February we will continue to grow the team and attract the sort of talent that wants to work with a leading international law firm.”

International law firm, Eversheds Sutherland, based in Belfast has been nominated by industry bible ‘Legal 500 UK’ for the prestigious title of Northern Ireland law firm of the year.

The winner will be revealed at an awards ceremony in early February at the Guildhall in London.

For more information visit www.eversheds-sutherland.com

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The perfect gift or why not treat yourself?

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JUST £20 FOR 12 ISSUES To take advantage of this terrific offer simply call 028 9066 3311 or subscribe online: www.ulstertatler.com The minimum subscription term is 12 months. The normal cost of 12 issues is £38.40 based on the cover price of £3.20. Offers applies to UK residents only.

ICC BELFAST WIN THE ABPCO BEST INDUSTRY PARTNERSHIP AWARD ICC Belfast’s Oonagh O’Reilly, Sales & Marketing Director and Marie-Claire Caldwell, Marketing Campaign Manager pictured collecting the ABPCO (Association of British Professional Conference Organisers) Best Industry Partnership Award. The award was won in recognition of the partnership with the Royal College of Nursing (RCN) whose 2018 Congress was hosted at ICC Belfast in May this year The RCN Congress took place from 12 – 16 May 2018 and was the largest event held in the venue to date.

The RCN Congress took place for the first time ever in Belfast from 12 – 16 May 2018 and was the largest event held in the venue to date with approximately 5,000 delegates in attendance over the five-day period.

ICC Belfast supported the event by investing in a bespoke integrated communications plan, which was comprised of three phases; • Announcement • Partner support and roll out of Team Belfast spokespeople • Live event support

which communicated the key message that the economic impact of the conference to Belfast’s economy is £4.8m, clearly illustrating how when ICC Belfast wins, everyone wins. www.iccbelfast.com

The conference gained widespread media coverage, the majority of

Arthur cox experts provide procurement update at annual seminar

Aaron Boyle, James Flanagan and William Curry of Arthur Cox led the seminar.

Experts from leading law firm Arthur Cox presented insights on the public procurement landscape at a recent seminar in Belfast’s Merchant Hotel.

Delegates from the across the public and private sectors heard from William Curry, a Corporate and Commercial Partner at Arthur Cox and head of the firm’s procurement group, who outlined options for procurement following Brexit.

He was joined at the annual event on a panel of three from Arthur Cox including James Flanagan who provided practical guidance for managing procurement, and Aaron Boyle who examined the top procurement cases from 2018.

Glenda Whiteside, DAERA, James Flanagan, Arthur Cox, and Patrice Gilpin and Louise Thompson, Construction and Procurement Delivery, Department of Finance.

Mark Spence, FLYNN, John Gibson, Northern Ireland Assembly, and Cahal Carvill, Arthur Cox.

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sponsored feature

“APEX HEADACHE CLINIC HAS COMPLETELY CHANGED MY LIFE” For 37 year-old Queen’s University Events & Training Coordinator, Alison Cromie, life was a struggle.

She had been battling with daily headaches and migraines since the age of just 6 and progressively they were getting worse over the years. Today, she shares how finding Apex Headache Clinic cleared her headaches and migraines, meaning that she can finally get her life back on track. years, the pain had a massive impact on my life. I honestly couldn’t do anything. I was missing work, and socialising was almost impossible. I could only ever commit to going out, an hour before having to go, because it depended on how bad my headaches were.

What led you to Apex Headache Clinic?

In April of last year, I was in a small car accident, the result of which was the onset of TMJ (jaw) pain. This also had an effect on my headaches, which were now a daily occurrence. In desperation to find some relief, I was searching for anything headache related on the internet, when I came across Apex Headache Clinic and I’m so glad I did.

Although I’ll admit I was dubious at first, I was willing to give it a try, due to how bad the pain was. At my consultation with Michelle, my specialist physiotherapist, she carried out a thorough history and examination and was confident that my headaches were stemming from my neck. No one had ever mentioned this before. Following this, she performed manual treatment on the affected joints and the relief was almost immediate! As soon as she started working on my neck, I could feel the headache lifting.

When I left my appointment, I phoned my mum, almost in tears, because I felt that I had found the cure for my headaches.

Following this, I attended weekly appointments. Each week, my headaches drastically improved, and after just 5 weeks, they completely disappeared. I’m so pleased to say that I have been free of headaches and migraines ever since.

How has Apex Headache Clinic changed your life?

My life has dramatically improved. I can go to work everyday and not worry about a headache coming on. I’m also back socialising with my friends and I can finally go travelling. Everyone has noticed a massive difference in me. I’m just so much happier.

Alison, tell us when your headaches began.

I don’t think I can remember a time in my life when I wasn’t getting headaches. At the age of about 6, I began suffering from headaches and migraines. I had every test under the sun done.

From seeing Pediatric Consultants, to undergoing hormone and food related tests, I tried it all. Unfortunately, the outcome was always the same. The cause of my headaches was unknown and I was told that it was something that I was going to have to learn to live with for the rest of my life.

What advice would you offer someone suffering from headaches?

I can’t recommend Apex highly enough. You should definitely give them a call. You have nothing to lose. I have no doubt that Apex Headache Clinic will change your life.

How did the pain affect your life?

As my headaches began to get progressively worse over the

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To book an appointment at Apex Headache Clinic phone: 028 9048 4153 No GP referral is necessary.

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Ireland’s leading physiotherapy & sports injury clinic info@apexclinic.co.uk www.apexclinic.co.uk

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clinic

5-11 Summerhill Avenue Belfast BT5 7HD

lifestyle

Joanne Harkness

THE RIGHT STRIPES Burton

lipsy

With 2019 underway, one of the top trends for womenswear and menswear will be stripes.

Striped top, Next.

Chelsea boots, £115, Dune.

Skirt, £35, Debenhams.

Smart jacket, £80, River Island.

Striped suit, Dorothy Perkins.

Bimba Y Lola handbag.

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Yellow stripe shirt, £25, River Island.

LIFESTYLE

Magic sparkles again as Chris Rees, Head Chef at the River Room Restaurant at Galgorm Resort and Spa, devises an Irish duck dish.

Dine & Wine Irish duck with chestnuts, apple and parsnips - SERVES 4 This a dish on the autumn menu at the River Room which uses Skeaghanore farm duck breasts from County Cork and is garnished with fresh apple, roast and creamed parsnips and crunchy chestnuts. There is also a piece of foie gras on the dish too as a way of adding extra luxury, and perhaps giving people something they may not have had before.

Ingredients

• 4 duck breasts • 500g parsnips • 2 red apples such as Braeburns • 1 savoy cabbage • 150g chestnuts • 4x 25g pieces of foie gras (optional) • 350g new potatoes • 250ml reduced chicken or duck stock for sauce • Oil, salt and pepper • 50ml cream • 50g butter

For the parsnip cream:

• Add the parsnips to a saucepan of water ensuring that they are covered and cook until soft and almost all of the liquid has been reduced. Add a little butter and the cream then blend in a food processor until very smooth and a puree consistency, more liquid may be added if needed. Return to the pan, cover and set aside.

For the potatoes:

• Slice a flat edge on to one side of the potatoes and place into a heavy based pan, flat side down, with the butter and ensure that they are seasoned with salt and pepper, place the pan on a stove with moderate temperature and cook until the potatoes are lightly golden and soft. The

pan can be placed in a warm oven to finish them if they get too dark on the stove.

Check with a small sharp knife to make sure they are soft.

For the vegetables:

• Bring a pot of lightly salted water to the boil and peel and cook the small parsnips for around 8-9 minutes until soft. Set the parsnips aside and keep the water for the cabbage.

For the duck and to assemble the dish:

• Trim any excess sinew or fat off the flesh side of the duck and season well, place the breasts in a dry warm pan and allow the fat to render and melt out of the skin. Control the temperature to colour the breasts as well and carefully pour out any excess fat and keep. Take a tray and once coloured place the breasts skin-side up in the oven at 190˚c for around 2 minutes, they should

be just starting to feel just starting to firm.

Allow to rest for 5 minutes.

While the duck is resting de-glaze the pan with the stock and simmer to create a sauce for the dish.

In a separate pan add the duck fat then cook the chestnuts and parsnips until warm and slightly crisp.

Cook the savoy cabbage in a little water and dress in the butter when soft but still green.

Cook the foie gras by seasoning and searing in a hot pan for a few seconds each side, depending on size.

On a plate put a spoonful of the puree in the middle and place slices of the duck on top, add the savoy cabbage and chestnuts then the small roasted parsnips and potatoes. If using, place the foie gras on the chestnuts also. Finish with the sauce and slices of fresh apple.

Need the perfect pairing?

Drinking good wine with good food is one of life’s great pleasures. The River Room Restaurant’s resident wine expert, Andrea Mola, recommends the perfect wine to accompany Head Chef Chris Rees’ delicious main course.

Lunaria Coste di Moro Montepulciano d’Abruzzo 2013 This biodynamic Montepulciano d`Abruzzo is made from carefully selected grapes and left to ferment naturally using wild yeasts before ageing in a combination of oak and stainless steel for at least four months.

Deep ruby red in colour the nose is intense of red fruit, black cherry jam and a toasty note from the oak ageing. The palate is fairly full bodied; concentrated black fruit notes combine with cocoa, cinnamon and vanilla held together by chewy tannins and a long, fruity finish.

This wine has a beautiful smooth finish that will clear your palate from all the richness of the duck.

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COLUMnIST

Jim Fitzpatrick, Journalist and Broadcaster

Questioning the conventional wisdom makes sense – if you know the right answer.

The ‘B’ Word I know many people in business who managed to enjoy their holiday break by sticking to a very strict rule - no mention of the B word. It’s probably impossible to make that holiday rule a New Year’s resolution. But there was a time - way before the backstop was even a twinkle in Michel Barnier’s eye - when, like this holiday period, European issues were rarely discussed.

Not only were the issues not discussed. They weren’t considered. Much in the same way that most people know little more about their cars than how to the fill the petrol, the water tank and the oil - Europe wasn’t something most people - even at the highest levels of politics - felt they needed to understand in any great detail.

I have it on good authority, for instance, that Tony Blair told an audience of senior European politicians gathered in Ireland last year that when he was Prime Minister he had no appreciation of the distinction between the Customs Union and the Single Market.

The point he was making in confessing his ignorance was that he had no need to know the distinction - they were just the way things were, part of the order of things.

That order of things has, of course, been thrown into question. And so the primary assumptions about how things will operate in the future have been put into flux, for good or bad.

So perhaps the B word offers a useful lesson for anyone in business and maybe even offers a kind of exercise that could be used to sharpen any business strategy. Perhaps there

is some value in questioning the fundamentals of how things operate and seriously examining whether they can be done in a different and better way.

Sometimes, perhaps oftentimes, the answer will be no - the fundamentals are fundamental for a reason. There is no need to reinvent the wheel. But occasionally fundamental change is necessary in order for businesses to stay ahead. Sometimes that change is counterintuitive and runs strongly against the conventional wisdom.

For example, what’s the most revolutionary decision that Apple boss Steve Jobs made in his life? Was it betting it all on the iPhone? Certainly the iPhone was his most revolutionary product. But arguably his most revolutionary decision was to invest massively in bricks and mortar retail.

The Apple Store isn’t just a shop. It’s a temple where Apple users gather. It builds a relationship between the user and the brand like no other. In a world that’s gone online with some significant help from the late Mr Jobs and Apple - the stores create a physical and emotional connection with consumers which other brands would now kill for.

Can you imagine the discussions around the Apple boardroom when Jobs outlined his vision for retail stores? Imagine him telling his fellow directors that he wanted to spend billions buying property and signing leases for some of the most expensive real estate on the planet.

This, at a time when all the indications were that retail was moving online.

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It wasn’t a decision based on blind faith. Nor was it one that ignored the evidence available or sought to rewrite the basic laws of business gravity. But it was a remarkable decision.

Counterintuitive. And truly revolutionary.

So, questioning the conventional wisdom makes sense so long as you have enough wisdom to know the right answer.

“Perhaps the B word offers a useful lesson for anyone in business and maybe even offers a kind of exercise that could be used to sharpen any business strategy.”

THE HANDIEST WAY TO TRAVEL Download the free Dublin Airport App now

Enjoy a smoother trip with car park booking, live security waiting time, flight, gate and baggage alerts, plus much more.

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