Ambition Issue 36 (September/October 2019) by NI Chamber of Commerce and Industry

Magazine of Northern Ireland Chamber of Commerce and Industry

SEPTEMBER/OCTOBER 2019 ISSUE 36 £2.95

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September/October 2019 Issue 36

Contents NI CHAMBER COMMUNICATIONS PARTNER

At Home in the Property Market Rosemount Homesâ&#x20AC;&#x2122; Development Director Daniel McConkey

Editor: Adrienne McGill Publisher: Chris Sherry Advertising Managers: Lorraine Gill & Gerry Waddell Editorial Assistant: Kellie Burch & Joanne Harkness Email addresses: adrienne.mcgill@northernirelandchamber.com / lorraine.gill@ulsterjournals.com / gerry.waddell@ulstertatler.com Websites: www.northernirelandchamber.com / www.ulstertatler.com Publisher: Ulster Tatler Group, 39 Boucher Road, Belfast, BT12 6UT Tel: 028 9066 3311 Printed by: W&G Baird, Antrim. Cover by: Andrew Vaughan

NI CHAMBER PATRONS

At a Glance

Special Section: 63 Legal Leaders

News: 08 Louis Theroux to Take Centre Stage at NI Chamber Banquet 10 Good plans for Lanyon 12 Belfast Law Firmâ&#x20AC;&#x2122;s Art Initiative 30 School Tech Trailblazers Revealed

Columnists: 16 Caoimhe Burke 18 David Clements 22 Sean Lavery 24 Claire McNally 28 Ruth Graham 108 Brendan Drain

Chamber Chief: 33 CEO Update 34 Chamber News 36 New Home for NI Chamber 38 Social Round Up 40 Quarterly Economic Survey 42 Tanya Talks

Features: 14 My Ambition 20 The Techy 10 26 Stairway to Seven 46 Moving NI Forward 54 Cruise Growth on the Horizon 84 The Human Connection 88 Leading the Way in Leadership Development 90 Striking Gold

Appointments: 94 Recruit and Retain

Lifestyle: 98 Business Class Motoring James Stinson 110 Fashion: The 70â&#x20AC;&#x2122;s Revival Joanne Harkness 111 Dine & Wine - Chris Rees and Andrea Mola

54 44 Cover Story 88

editorial

President’s Perspective

No to a ‘no-deal’

s the Prime Minister announces that he plans to suspend Parliament for a period in September and October, once again businesses will have to try their best to prepare for an unclear future as the political process goes down to the wire. The continuing political turbulence is taking a toll on contracts, on investment decisions, and on business confidence. Three years on, our members tell us that the damage is continuing. The absolute priority for businesses and the economy is still to avoid a messy and disorderly exit from the EU on the 31 October – and none of the recent events have given businesses greater confidence that this will be achieved. The impact on Northern Ireland in particular was highlighted recently by the Department for the Economy, who stated that a no-deal Brexit will have “immediate and severe consequences” for Northern Ireland and put 40,000 jobs at risk in the country, with exports to the Republic of Ireland also falling by between 11% and 19%. There is absolutely no appetite for a no-deal exit in Northern Ireland and Mr Johnson must understand just how devastating this would be for the region. A no-deal situation will cause widespread damage to businesses and communities across the country. Away from Brexit, NI Chamber has also been engaging with the new Secretary of State for Northern Ireland, Julian Smith MP, as he seeks to restore the power sharing institutions at Stormont. While businesses here face one of the most uncertain periods in history, the protracted absence of a functioning executive further compounds their unique challenges. As a matter of priority, both Mr. Smith and the Prime Minister must do everything possible to see the institutions restored. There is no doubt that the stakes are high for the new government at Westminster – and swift and decisive action is needed.

John Healy President Northern Ireland Chamber of Commerce and Industry

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NEWS

FUJITSU RATED TOP APPRENTICESHIP EMPLOYER Fujitsu Northern Ireland has been hailed the region’s best apprenticeship employer at this year’s ‘Rate My Apprenticeship Awards’ held in London. Based solely on reviews from apprentices on RateMyApprenticeship.co.uk, the awards celebrate the best employers across 12 different regions in the UK. Fujitsu was crowned the highest scoring company in Northern Ireland.

OBBI’S MAJOR NEW CONTRACT Software solution company Obbi Solutions has signed a major deal with blind manufacturer, Decora Blind Systems. The new contract will see Obbi Solutions provide a new software platform for Decora’s staff to enable them to save training time, drive profits and protect them from risk by integrating key business critical processes onto one user friendly, cloud-based platform.

US TECH FIRM EXPANDS BELFAST BASE Bazaarvoice, an international tech firm headquartered in the United States, has invested further in its Belfast base having opened its new city centre offices. The firm has taken 10,000 sq. ft. of Grade A office accommodation at McAuley House in Belfast city centre.

ELECTRIC IRELAND EXTENDS WOMEN’S FOOTBALL DEAL Electric Ireland and the Irish FA have announced a further expansion to their partnership that will see the energy provider become the title sponsor of the Northern Ireland senior women’s international team as part of a broad commitment to women’s football.

LOUIS THEROUX TO TAKE CENTRE STAGE AT NI CHAMBER BANQUET

Documentary film maker Louis Theroux will take centre stage at the NI Chamber Annual President’s Banquet on 21 November in ICC Belfast. With three BAFTAs, an RTS award and a Grierson’s Trustees’ Award, Louis got his big break into television in 1994, working for the American documentary maker Michael Moore. He then went on to huge success with the acclaimed series Louis Theroux’s Weird Weekends, When Louis Met and a series of award-winning specials. At the gala event, Louis will share his extraordinary insights and experiences during a rare spotlight interview. The President’s Banquet is supported by Communications Partner BT, along with Civica, Tourism NI, Tughans and Grafton Recruitment.

Louis Theroux.

CONNEX OFFSITE TO CREATE 140 JOBS

Newry based Connex Offsite has announced plans to create 140 jobs over the next five years, in a £2.5 million expansion of its recently established operations. Launched in February of this year, with a £1.2 million investment, the company specialises in the manufacture of high-end modular bathroom pods for installation by Brendan Doherty, Managing Director of Connex Offsite outside the 25,000ft sq the construction industry in hotels, factory in Newry, announcing their £2.5m student accommodation, healthcare expansion and creation of 140 jobs. facilities and residential markets. Part of a family group of successful businesses including Doherty Developments, Re-Gen Waste, Re-Gen Robotics and Re-Eng, Connex currently employs 25 staff with a further 19 sub-contractors and operates out of a 25,000ft factory. An additional 60,000ft2 facility has been purchased for refurbishment, as part of its ongoing expansion.

DELOITTE RENEWS SPONSORSHIP OF ULSTER WOMEN’S RUGBY TEAM

Deloitte has committed to a further two-year sponsorship agreement with Ulster Rugby as the lead sponsor of the Ulster Women’s Rugby team. As part of the new agreement, Deloitte has also secured the naming rights to Ulster Rugby’s Jackie Henry (Deloitte NI) and Ulster Rugby players women’s domestic competitions for the next (L-R) Beth Cregan, Shannon Buller, Neve Jones and Kelly McCormill. two years. Jackie Henry, Office Senior Partner at Deloitte, said the sponsorship deal is in keeping with Deloitte’s strong track record of supporting sport at all levels. The firm has also demonstrated its commitment to gender equality by setting an ambition of having a 50 per cent female leadership by 2025.

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NEWS

GRAND PLANS FOR LANYON ULSTER BANK ANNOUNCES NEW HEAD

Ulster Bank has announced a new local head in Northern Ireland. Mark Crimmins, currently Regional Managing Director for Business Banking in Northern Ireland and Scotland, will assume Richard Donnan’s responsibilities in Northern Ireland for all business, commercial and corporate banking, as well as engaging with external stakeholders.

GROWTH PLANS ON HORIZON FOR R&D TAX FIRM R&D tax specialists, Amplifi Solutions, announced major plans for company growth, including a new Scotland office space and expansion of their expert team. In the last number of weeks, the organisation has recruited two new senior members of the team and announced plans to expand into Scotland, with a new Edinburgh office opening in September.

DONNELLY GROUP FOUNDATION APPLICATIONS OPEN

Family-owned motor retailer, Donnelly Group, is seeking applications from local community groups to receive funding for projects that promote environmental awareness, physical and mental wellbeing, education or skills development. The organisation will provide financial support for chosen projects through the Donnelly Group Foundation launched in July 2019.

CHRIS HOY SET FOR NEIGHBOURHOOD RETAILER SUMMIT Multiple world and Olympic champion track cyclist, Sir Chris Hoy MBE, will be headlining the Penton Publications Neighbourhood Retailer 2019 Summit along with Consumer, Shopper Behaviourist, Ken Hughes, on 14 November at the Crowne Plaza Belfast.

Corporate communications firm Lanyon Group has opened new grade A offices in Belfast city centre, paving the way for the future growth and expansion of the business. The move to the offices at the Grand Central on Bedford Street comes as part of an ongoing period of investment for the firm. Lanyon founders Jonathan Ireland and The firm appointed former Katie Doran. Belfast Telegraph Business editor, David Elliott, as senior client director in January 2018 and has continued to grow its headcount to a team of eight in recent months.

NEW LOAF ACADEMY PLANNED FOR FERMANAGH AND OMAGH NOW Group has announced a new partnership with Fermanagh and Omagh District Council. Starting on 2nd September, the successful Loaf Academy training programme will be available to people with learning difficulties and autism Alison McCullagh (Fermanagh and Omagh in the local area. The 12-week Council); Maeve Monaghan (NOW Group); Kathryn course provides both practical Thompson (NMNI) and Councillor Siobhan Currie and classroom-based learning (Fermanagh and Omagh Council). for people interested in a career in the hospitality industry. Participants will study for an accredited qualification, undertake a guaranteed work placement and have the support of dedicated NOW Group staff in their search for job opportunities. The first academy intake of eight students will be based for their practical learning in the new Loaf Café at the Ulster American Folk Park.

ALLSTATE TEAMS UP WITH NATIONAL CYBER SECURITY CENTRE Allstate NI teamed up with the National Cyber Security Centre to provide a week-long programme aimed at encouraging more young women to pursue careers in the booming cybersecurity industry. The CyberFirst Girls Defenders course is a key part of the U.K. government’s John Healy, Managing Director of Allstate NI with the National Cyber Security participants of the CyberFirst Girls Defenders course. Programme and provides a broad range of activities designed to give young people the support, skills and experiences they need to pursue a career in cybersecurity. 50 girls spent the week receiving valuable introductions to the tools, knowledge and skills required to build and protect small networks and personal devices, all while residing at Queen’s University Belfast.

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NEWS

NEW BELFAST TELEGRAPH IT AWARDS LAUNCHED Belfast Telegraph has launched the IT Awards, supported by law firm Carson McDowell. The awards aim to recognise the cream of people, products and companies in Northern Ireland’s thriving IT sector. The deadline for entries across the 13 categories is 26 September 2019, while the awards ceremony takes place at 7pm in The MAC, Belfast on 8 November 2019. A judging panel made up of industry leaders is chaired by Professor Karen Rafferty, head of the school of Electronics, Electrical Engineering and Computer Science at Queen’s University, Belfast.

Dr Karen Rafferty (QUB); Peter Guzhar (Carson McDowell) and Margaret Canning (Belfast Telegraph).

BUSINESS CLASS UPGRADE AT BELFAST CITY AIRPORT Commuters travelling through Belfast City Airport can now avail of upgraded facilities in the departures lounge following the launch of a new seating hub which has recently been installed by office furniture specialists, the Alpha Group. Alpha has transformed part of the main departures lounge Cliona Arthur (Belfast City Airport) with furniture more often seen in leading workspaces. The Alpha Hub alongside Paul Black (The Alpha Group). will offer charge points, enhanced lighting and more private seating options for passengers who are seeking quiet spaces to work or simply relax in before travelling. The Alpha Group comprises Alpha Office Furniture, Alpha Scotland and Ten Eighty and has offices in Belfast, Oxford, Glasgow and Dublin.

ULSTER BANK INTRODUCES NEW £20 NOTE DESIGNS

Ulster Bank has revealed its new £20 polymer notes which are due to come into circulation in early 2020. The new designs were showcased at an event in the bank’s Culmore Road branch in Derry~Londonderry with star of the hit comedy ‘Derry Girls’ Jamie-Lee O’Donnell. The twenty pound note will Actress Jamie Lee O’Donnell, from feature street entertainers and Derry, pictured with Ulster Bank’s their appreciative audience, Terry Robb and Chris McGuinness. reflecting local music and culture, as well as tiles, brickwork and patterns inspired by NI’s ubiquitous red-brick tenement buildings. Other elements of the note are drawn from the ornate decoration found on and in famous public buildings, corporate architecture and domestic homes in Derry, Belfast and other cities in Northern Ireland.

BELFAST LAW FIRM’S ART INITIATIVE Belfast artist Mark McGreevy is the latest artist to have his work displayed in the office space of law firm Pinsent Masons, thanks to a unique partnership with contemporary arts venue the MAC. Through the partnership the MAC presents a series of art works each year to Pinsent Masons by artists who have formed part of their internationally recognised visual arts programme. The artwork is exhibited in their offices and brings a taster to clients and visitors of the world-class art that can be experienced daily in the MAC’s galleries.

Pinsent Mason’s Andrea McIlroy-Rose unveils ‘Playing Possum’ with The MAC’s Senior Curator Hugh Mulholland.

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FEATURE

My Ambition is to... MARK MCALLISTER, TRADE CREDIT EXECUTIVE AT WILLIS TOWERS WATSON TRADE CREDIT AND SURETY.

rom a very young age I’ve always had the desire and drive to make a difference in life and look out for people. I suppose this stems from me being the eldest of four boys and the instinct of looking out for my younger brothers growing up. Now married with two young daughters, the desire to protect and support is as strong as ever and this has carried on into my current job role within Credit Insurance.

After completing my studies at Rainey Endowed Grammar School, Magherafelt, I knew another four years of studying was not the path I wanted to take. I wanted to jump straight into employment and start making a difference straight away. Having successfully completed the Civil Service exams, I was placed within DARD (now DAERA), working in CAFRE and based at Loughry Campus, Cookstown. During my time at Loughry Campus, I wanted to push myself again, so I decided to undertake part-time study. I completed the Accounting Technician qualification with distinction honours and graduated from Stormont, Belfast. After 10 years working within the public sector, I felt the time was right to move on and test my knowledge and skill set elsewhere. I moved into the private sector working with a general broker in Credit Insurance. I knew immediately I wanted to specialise in Credit

Insurance and quickly moved to Ireland’s largest Credit Insurance Intermediary - Willis Towers Watson Trade Credit and Surety Ltd under the guidance of Nigel Birney, Head of Trade Credit NI. My goal in Credit Insurance is simple – I want to get the message of protecting and growing business safely across to all business owners. We are entering very uncertain times with Brexit looming and now, more than ever, all businesses need to be consolidating their position and choosing their next steps very carefully. I love the challenge everyday of reaching out to business owners and getting the importance of Credit Insurance across to businesses. My job role is very diverse; I enjoy the opportunity and platform I have that allows me to work closely with managing / finance directors together with every underwriter across the entire credit insurance market.

My desire is to be the ‘go-to specialist” for Credit Insurance, the missing link that lets business owners sleep that bit more comfortably at night with the knowledge that they have the right protection in place for their business. Every business is unique in its own right and Credit Insurance is very much a tailored product to suit all business circumstances. Trade receivables are a major asset in a business but, if not managed and protected correctly, this can turn into a liability and ultimately put a business into administration. I know first-hand that running a business is no easy task. My dad has his own hardware business, so I’ve always been involved. I appreciate and understand the hard work that goes into running a successful business and I thank my dad for instilling in me a sense of diligence and thoroughness that I’ve carried through to my professional life today.

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COLUMnIST

Caoimhe Burke, Digital Marketing Specialist, Loudmouth Media

Are you using the right platform?

Loudmouth’s Caoimhe Burke explores Google Ads Vs Facebook Ads

n an ideal world, you would market everywhere, on every platform, all of the time. However, for most businesses, this isn’t practical. Time and budget limitations make it hard to take advantage of every advertising platform and, with both Google Ads and Facebook excelling when it comes to delivering results, what platform is right for your business? The answer always depends on your product or service, audience, objectives and budget, and, while the two platforms have a lot of common ground, some significant differences might determine which is the best fit. One of the main advantages of using the Google Ads platform is its vast reach; as the largest digital ad seller in 2019, it accounts for 31.1% of worldwide ad spending and owns approximately 93% of the worldwide Search Engine market share. With the increasing sophistication in its artificial intelligence and machine learning technologies, this volume is likely to increase, along with the potential for businesses to reach new customers. There are a few common ways to advertise your brand with Google Ads. For example, the Search Network allows ads to appear for searches based on selected keywords. This is best for businesses with a product or service that users know they need and are actively searching for, therefore targeting users with active intent.

The Google Display Network, on the other hand, offers advertisers more visual ads and the opportunity to target users based on their long-term interests and browsing history. With the ability to reach an astonishing 90% of the world’s internet users, the Display Network is a great choice in accomplishing marketing goals that aren’t necessarily conversion-driven, such as raising brand awareness. Similarly, Facebook advertising helps passive intent users to discover businesses based on interests and online behaviour. Facebook collects a lot of data, such as the pages you like, the topics you engage in, your friends, your birthday, your relationship status, your current location and your holidays. This volume of data means better audience granularity than Google Ads, allowing you to serve ads to users based on demographics, life events, shopping behaviours, educational background and even job titles. This is ideal, for example, if your product or service is B2B focused, as you are able to

target users based on their industry and job title. Often positioned as competitors, both Google Ads and Facebook Ads are incredibly powerful advertising platforms that cater to almost every type of business. While Google Ads reaches a broader audience, with more sophisticated tools in terms of automation and attribution, combined with a wider range of formats and platforms such as Display, Video, Gmail and Shopping, Facebook Ads offers better audience granularity at a typically lower cost. Many businesses are leveraging the strengths of both platforms in tandem to achieve maximum visibility, increase conversions and find new customers, adopting different strategies that align with the functionality of each platform and seeing outstanding return on their advertising spend. The two platforms should therefore be viewed in a complementary, rather than adversarial, way.

“Google Ads and Facebook Ads are incredibly powerful advertising platforms that cater to almost every type of business.” 16

COLUMnIST

David Clements, Client Director, Fujitsu

Bridging the digital skills gap David Clements, Client Director, NI at leading ICT organisation Fujitsu explores the digital skills challenge facing the tech sector and shares steps companies can take to help bridge the gap.

igital services are becoming ever more integral to our daily lives; whether it’s shopping online or collaborating with colleagues from remote locations, the ability to use digital gives us new opportunities to work in a faster and smarter way. It’s no surprise then that the need for businesses to embrace digital is more pertinent than ever, but what does the future pipeline for a diverse and digitally skilled workforce to support this evolution look like? Our own independent research into the digital landscape investigates how well UK organisations are delivering on digital transformation. The Digital Transformation PACT Report (2017) reveals that 84% would change their business model to take advantage of new technology. On top of this, 86% of businesses leaders believe that this ability to change will be crucial to their business’ survival in the next five years. Conversely, however, we found that for some, delivering on digital doesn’t always go to plan, with 33% of companies surveyed having cancelled a digital transformation project in the past two years. Similarly, 71% are worried about their organisation’s ability to adapt to new technology. Could this be down to the lack of education and balance the key ingredients of success: People, Actions, Collaboration and Technology? As we move further into the digital age, it is vital people are digitally-skilled to cope with the demands of a changing consumer and work environment. Recent research by Consultancy UK, has found that a digital skills gap could cost the UK a staggering £141 billion in GDP growth and according to research from Go ON UK, many people still do not have the basic digital skills required, with 12 million adults in the UK unable to complete five basic online tasks. This

critical shortfall is echoed in the latest Northern Ireland Skills Barometer Report which states there is a strong demand for STEM related subjects as they are continuously forecasted to be the most under-supplied. It is also predicted that the economy will require an additional 330 engineering and technology graduates and 290 additional maths and computer science graduates each year so the need to bridge the skills gap is vital if we are to ensure we can meet these demands, drive economic growth and support social development. How do we start to address this gap? A hot topic at our recent Fujitsu World Tour, the weight of research, evidence and experience says inspiration starts in the classroom. We need to inspire our young talent and to do this, we need to support our teachers. Recognising this, Fujitsu is proud to have taken guidance from exam board OCR, industry certification body CompTIA and from teachers within Fujitsu’s Ambassador community to develop 6 modules, that will ensure teachers and practitioners have an understanding and the skills needed to coach young people to be ready for our radically changing digital world. On completion of all six modules, the candidate will receive the official Fujitsu CoDE (Certificate of Digital Excellence). Organisations can get involved and help people of all ages get enthused about digital. From apprenticeships, training courses and workshops to career fairs, coding workshops and promoting role models, we can encourage people of different ages and to learn digital. At Fujitsu, we continually work with our partners to help inspire and educate young people. Recently, we worked with BringITOn and Women in Business NI to inspire, educate and inform Year 11 and 12 pupils about the various career paths and learning development opportunities in an evolving IT sector through educational fairs. Given the underrepresentation of women in IT, we felt it was important as a sector to come together and help young female students locally understand the scale of opportunity presented by ICT. Focused on the future of work, together experts across the industry, we shone a light on the transferable and core skills needed to thrive in the industry and key growth areas

including artificial intelligence, cyber security and connected technologies. Similarly, we invest in apprenticeships to fuel our future where digitally-savvy individuals will be readily sought-after. All of this is crucial if we are to bridge the gap – it is no longer just about providing people with the technology, but instead empowering them with technology to bring out their full potential. However, it doesn’t all rest on businesses, it is up to educational institutions – from primary schools to universities and adult learning centres – to help close the digital skills gap. With the digital sector now making up 10% of the UK’s GDP, we need to invest at the very beginning of the digital journey to help develop the right skills to support the future digital economy. By promoting digital inclusion, diversity, and empowering people with technology through education, the UK stands to lead Europe in digital adoption.

“ This critical shortfall is echoed in the latest Northern Ireland Skills Barometer Report which states there is a strong demand for STEM related subjects as they are continuously forecasted to be the most undersupplied.”

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FEATURE

The Techy 10...

Paul McCarthy, Brand Partnership Manager at Mirror Media. 1. What phone do you have? I use a Huawei P30 Pro.

2. What piece of technology could you not live without and why?

I’d love to live for a while without any technology if I was being honest but if I didn’t have my phone I’d probably be useless. Maps, fact checks, banking, social media, emails and messages, it’s pretty difficult to picture what life would be like if I was without my phone.

3. What is business?

your

favourite

app

for

When it comes to work the Belfast Live app is difficult to overlook, so I would probably be on that about 5/6 times a day. The Google app gets a lot of use as I check a lot of facts, ideas and people with a quick search. I tend to check YouTube in the mornings as well to see what is trending along with Facebook, Twitter & Instagram.

4. And for personal use?

I’m a Google Music user so that gets used on the way to work. I listen to a lot of podcasts as well and I use Pocketcast for that. BBC Sounds is great as well so I tend to catch up on anything I have missed during the week. I try and keep social media apps for work but Instagram can be difficult to put down.

5. How much of your work life involves the use of technology?

Most of my life involves technology. My work requires me to understand the ways other people are using and interacting with content online so although I’m not sharing and posting

a great deal, I’m seeking to understand what other people are interested in. Sometimes I can get a little bored with doing the same thing and one of the great things about technology is the rate at which it changes and morphs. In that way, technology and its various social and economic effects keep me interested and engaged.

6. If you could recommend one item of technology for any business what would it be?

There are plenty of project management apps which can make running a team a lot smoother now. I’d think most businesses could benefit from the additional connectivity and communication that they offer.

7. If you could make one piece of technology disappear what would it be?

It’s not a piece of technology but I don’t think history would suffer if the selfie was annihilated.

8. How do you keep your technology skills current?

I’ve quite a few geeky friends who tend to keep me in the loop on things. I do have a few websites that I check in on such as Android

Authority, Mashable and Wired. To be honest I think technology is so integrated into my life that it would be difficult to avoid it.

9. Are you able to detox and switch off from technology completely? If so, how?

Nope! I’d love to say I could but increasingly things that used to be offline have gone online. The one thing I don’t think can be beaten is a book. I read before I go to sleep and I really enjoy reading a book if I am travelling.

10. What piece of technology are you most looking forward to seeing in the future?

I am interested to see how AI will develop. There are a few interesting theories about how it could create a real rift in society with those who have access to powerful AI algorithms and those who continue to go about their days with lower level AI algorithms. I think there will be a push towards more sustainable technology as well. With movements like Extinction Rebellion, it is only a matter of time before the yearly ‘new model’ of a phone/laptop/table becomes a thing of the past. The waste it creates is unsustainable and any move towards better options (perhaps modular updates?) would be great to see.

“There are plenty of project management apps which can make running a team a lot smoother now.” 20

PLEASURE IN THE JOB PUTS PERFECTION IN THE WORK. ARISTOTLE

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COLUMnIST

Sean Lavery, Partner, BDO

Brexit: The Final Countdown

BDO Northern Ireland’s Sean Lavery discusses making preparations in the increasingly likely outcome of a ‘no deal’ Brexit.

Deal or No deal The appointment of Boris Johnston as the UK’s new Prime Minister in July 2019 was followed by a series of significant ministerial changes, including a new Chancellor of the Exchequer and a new NI Secretary of State. In his first few weeks as Prime Minister (at time of writing)

Boris Johnston has also been very clear that the UK must be prepared to leave the EU no later than on 31st October, even if that means leaving with a “no deal” Brexit. We at BDO are therefore encouraging all local businesses to be as prepared as they can for a “no deal” Brexit on 31st October. Although a lot may happen between now and then, a no deal Brexit looks like much more of a possibility every day we move closer. BDO understands that the Government will be focusing on leaving the EU on or before 31st October and prioritising appropriate “no deal” planning above all else, whilst, in parallel, still working “flat-out” to reach a new agreement with the EU. Each individual business must do the same to ensure they are in the best possible position when the UK leaves the EU. Brexit Preparations The latest NI Chamber and BDO NI Quarterly Economic Survey results, launched 7th August, revealed that three-fifths, 62%, of NI Chamber members are preparing for Brexit. Whilst this statistic is encouraging, it was concerning to see that 22% are not and even more so when we delved into the reasons why, with those not making preparations for Brexit most likely to state that 1) they don’t know what they are planning for 2) they don’t think that Brexit will affect them and/or 3) they don’t think it will happen. Furthermore, it was revealed that

the 6-month extension of Article 50 to 31st October has affected key business strategic decisions with around 14% putting exit plans on hold and 28% scaling back plans to “see what happens” in the intervening period. Next Steps At BDO Northern Ireland, we encourage all businesses, particularly those that have not undertaken any planning to date, to start Brexit planning as soon as possible. Moreover, many businesses who will have undertaken “no deal” planning previously i.e. in advance of 29th March will need to have these preparations reviewed as whilst much of that planning is still applicable in the event of a “no deal” on 31st October, it needs to be updated now as the business may be in a different business cycle, involve different personnel etc. When considering “no deal” planning, businesses should include possible ways of mitigating the effects of Brexit on their business, what assistance businesses may require financially or otherwise from Government and other sources post a “no deal” Brexit. BDO can help you in this planning. At BDO we have a dedicated Brexit Taskforce who can assist you in all matters of Brexit preparation and take you through the individual steps in planning for the 31st October. Please contact our team on 02890439009 and visit our website at www.bdoni.com for more information.

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COLUMnIST

Claire McNally, Digital Transformation Services Lead, Neueda

The Future of Digital Transformation

Neueda’s Claire McNally explains how digital transformation can help your business say ahead.

and satisfaction in mind, they are pointless. Today, consumers expect to be able to start a transaction at one point in a day, complete the transaction later in the day and, later still, track their order – this is known as a fragmented journey. This fragmentation means organisations must move towards small discreet microservices that will support the breaks in the fulfilment process. True digital transformation is about assessing the business you are in, the applications required to run that business, the data you have access to that will support and develop the business, and the technology required to support all of this.

An assessment at this level gives you the building blocks of a future-focused digital transformation strategy. From there, it makes sense to focus on quick wins to start making digital changes happen across the business. We work with customers in an agile style, which means essentially focusing on incremental changes, the results and impact of which can be observed and assessed quickly. Digital transformation can seem like a daunting or overwhelming process. However, remember if it is implemented well and fully, it can be the catalyst your business needs to reach the next level.

lmost every organisation will be engaged in some form of digital transformation process – essentially using digital technology to improve how you do business. Regardless of the scale of your organisation, you will no doubt recognise that embedding digital technology is critical to the long-term success of any organisation. A business can only truly stay ahead, however, if digital transformation is implemented across every part of it. By that, we mean it isn’t enough to simply look at what you currently do and consider if technology should replace that. Nor is digital transformation about simply acquiring more technology for the sake of doing so. You need to closely review every element of your organisation and consider how digital transformation can help you compete more effectively and ultimately result in long-term success. Getting digital transformation right is more important than ever, in an era when techsavvy consumers expect a digital solution to almost every service they use. It is worth remembering that today, often the first experience a user has with your organisation is digital. That experience needs to be reliable and engaging – it sets the tone for your relationship with that customer. If digital solutions aren’t built with customer use

“Getting digital transformation right is more important than ever, in an era when tech-savvy consumers expect a digital solution to almost every service they use.” 24

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FEATURE

Stairway to Seven My seven steps for business success

Neal McArthur is a director of Ammlee Group, a Ballyclare company specialising in water-jetting for demolition and industrial cleaning. Ammlee carries out its hydrodemolition, hydroblasting and concrete repair services across the UK and Ireland. He previously built a successful industrial water-jetting company in his native South Africa over a period of 20 years. In that time, he oversaw complex projects such as tube cleaning two miles below the surface at the world’s deepest mine, Mponeng Gold Mine, and managing cleaning shutdowns of the enormous Sasol power plants. After moving to Northern Ireland in 2014, Neal started from scratch and has since made Ammlee one of the most recognised names in its industry.

1. GO FOR IT

There is no substitute for getting on with it. Any degree of business success first requires action, so don’t delay. Start putting in the hard work immediately and focus on the things that will yield results. Pontificating around the edges of what you want to achieve doesn’t count: throw yourself into it.

2. BE PATIENT

Yes, go for it and put in the work that will yield results, but don’t expect to see those results immediately. That was something I had to keep in mind going from running a busy company in South Africa to starting again in Northern Ireland. Do the things that you are able to control to the best of your ability, then stay positive and try to avoid frustration if the things that are out of your control seem to move at a glacial pace.

3. BE A BIT CHEEKY

I’m not talking about being a super-villain here, just some sort of loveable rogue. The new client you really want is probably currently somebody else’s client. And maybe

Neal McArthur, director of Ammlee Group

you want to ‘borrow’ something that you’ve spotted a competitor doing well. Whatever the circumstances, a bit of barefaced cheek, done well and within reason, will stand you in good stead in business.

4. BE CONFIDENT ABOUT MIXING IT WITH

THE BIG GUNS In my experience, confidence rather than size tends to be the main differentiating feature between companies that land the biggest contracts and those that don’t. As long as you’re matching your biggest competitors in quality of service and professionalism, don’t be afraid to act like you belong in the same bracket as them.

5. REMEMBER THERE’S ALWAYS A WAY OF

GETTING IT DONE Jobs that involve dismantling equipment, transporting it miles underground then rebuilding it to do the work required have probably given me a better visual representation of this than most. There is always a way of getting the work done. Grasp opportunities when they present themselves

because there will be plenty of time to mull over the logistics later.

6. GO TO WHERE THE WORK IS

We operate throughout the UK and Ireland, and sometimes further afield. In South Africa, the size of the country meant that travelling long distances to do a job was far more commonplace than in Northern Ireland. Once you have the mindset of being prepared to go wherever you are needed, you find a lot more doors are open to you.

7. REMEMBER YOU’RE MORE IMPORTANT

THAN YOUR BUSINESS SUCCESS Again, in my line of work there are more frequent reminders of this than in many businesses. Working down a mine or carrying out demolition work tends to focus the mind on such matters. We now have robotics equipment to handle all of our most dangerous work. The risks might not be as great in your business, but you still need to put in place the measures that protect your health and wellbeing — both physical and mental. Everything else is secondary.

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COLUMnIST

Ruth Graham, Head of Trade Finance Sales, Danske Bank

Export Opportunities Beyond Europe

Danske Bank’s Ruth Graham discusses export opportunities outside Europe.

here are a lot of myths out there about the risks of exporting to Africa, the Middle East and China. But as the latest Brexit deadline looms and Northern Ireland exporters continue to worry about what might happen to their deals with European customers after October 31, companies might want to start looking at opportunities beyond Europe. And in the experience of Danske Bank’s trade finance team, exporting outside of Europe is not as difficult as you might think. Danske is the only major local bank with a trade finance team based in Belfast. Our overall goal is to help customers minimise trade risk – dealing with the issues any exporter faces, such as guaranteeing payment for goods and services, understanding different jurisdictions and knowledge of transport logistics. Of course, Brexit or no Brexit, how you approach exporting to a new market should not change. You must do research on that market and consider working with Invest NI as they may have in-country experts with local market knowledge.

Learn about the culture of that market. Is it somewhere that you are going to be able to break into on the back of one trade mission or, more realistically, does it have a business culture that will require several visits with potential customers over many months to build the trust needed to sign significant deals? One of the greatest risks for any exporter, however, is failure on the part of the buyer to pay for the goods. If you decide to proceed with the sale in a new export market, then you need to engage with your bank to help ensure you will get paid. In an ideal scenario the company will be able to agree an advance payment

“One of the greatest risks for any exporter is failure on the part of the buyer to pay for the goods. ” from the purchaser, but only a small percentage of sales fall into this category. In fact, 80% of export sales are done on “open account”, which means goods are shipped and delivered before payment is due, typically in 30, 60 or 90 day credit terms. It is a risky option for an exporter at the start of a trading relationship and if you decide to go ahead on an open account basis, you need to consider having credit insurance as a fall back in

case the buyer defaults, particularly if the product you are selling has a high value. Another option which can offer comfort is a Letter of Credit from the importer’s bank – effectively a guarantee from the bank to take the credit risk of the importer paying the exporter. Taking this approach means that even if the importer wants credit terms for, say, 180 days, we can discount the drawdown under a Letter of Credit and advance monies to the exporter. In all the options, there is a cost of sales to consider. Small companies in particular need to weigh up whether these costs attached to exporting to a particular country outweigh the benefits. For example, can you afford the time to go there? Do you have the resources that match the cost of getting into that market? Do you have the right people or would you need to recruit additional expertise? What market regulations and tariffs have other exporters found difficult? But if you can answer all these questions then the opportunities are huge. If you do your due diligence, research the buyer and take steps to ensure you get paid, then taking on a new customer in Lagos, Riyadh or Beijing should be no different to taking on a new customer in England.

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NEWS

BT DIRECTOR RECEIVES DIGITAL LEADERS 100 AWARD Mark Gibson, Business Development Director for BT Enterprise in Northern Ireland, has won a UK-wide Digital Leaders 100 (DL100) award for his work in driving digital transformation in Northern Ireland. Each year the Digital Leaders 100 (DL100) list is created by public vote and celebrates the teams and individuals who are working hard behind the scenes to secure the UK’s digital transformation. Mark not only made it onto the DL100 list, but also scooped the Local Champion award beating off stiff competition from nine other regional nominees – all leading the push to bring innovation into public services. The award recognises Mark’s extensive work over the last seven years with the Northern Ireland Digital Transformation Service, which delivered 40 new digital services for citizens, including projects as diverse as the AccessNI Disclosure Service , Careers Service Webchat service, Driving Examiners Digital Solution (winner of the BCS UKIT awards Workplace Transformation Project of the Year 2018) and most recently the digital transformation of Legal Aid. He was closely involved in the development of digital and citizen contact strategies, including the Programme for Government landscape review and its targets to deliver 16 digitally transformed services by 2016 (the 16x16), partnering with over 80 local specialist IT and digital companies in order to accelerate the pace of change and

BT’s Mark Gibson accepts his DL100 Award from Maggie Philbin OBE, Broadcaster and CEO of TeenTech and Jacqueline de Rojas CBE, President of techUK and the chair of the Digital Leaders board.

increase digital uptake in Northern Ireland. Mark is also involved in driving the 5G and Smart places strategy in Northern Ireland – connecting people, places and information in new, innovative and meaningful ways. Digital Leaders is an initiative that has created a shared professional space for senior leadership from different sectors promoting effective, long term digital transformation. The community of 100,000 senior leaders are involved in leveraging technology to promote economic growth, increase social well-being and narrow social gaps across the UK. Louise Stokes, Director, Digital Leaders and the Digital Leaders 100 Awards said: “We want to find and celebrate digital pioneers from across the UK – from the public, private and non-profit sectors, those working to

SCHOOL TECH TRAILBLAZERS REVEALED

Tess Brady and Amy McMullan, from St Killian’s College in Carnlough with their Be Seen Trendy device which won them finalist places in the BT Young Pioneer Award category of this year’s Tech4Good Awards.

find digital solutions, technology businesses innovating in public services and those brokering the interaction. Mark’s award as the UK Local Champion is a fantastic achievement which acknowledges the breadth and depth of his role in delivering digital transformation in Northern Ireland.” Paul Murnaghan, Regional Director of BT said: “This award is thoroughly deserved. Mark’s expertise in shaping and driving complex digital transformation programmes means that Northern Ireland is now well on the road to having public services fit for the digital age. I am delighted that his contribution has been acknowledged in this way. This latest award, shows the significant and pioneering role BT is playing in securing Northern Ireland’s digital future.”

Two students from St Killian’s College in Carnlough who entered this year’s Tech4Good Awards won finalist places in the Young Pioneer Award category sponsored by BT. Tess Brady and Amy McMullan created a device to help blind people put together outfits with greater independence. It not only gives them information about the garment type along with details about the colour and type of material, but also suggest what other garments will co- ordinate with it. The device called “Be Seen Trendy” is a small handheld device consisting of a Raspberry Pi computer which can read NFC labels attached to the coat hangers of each garment a blind person owns. Talking about their device they said: “There are devices out there that identify the colour of clothes, but none match garments and provide fashion guidance as to what is “trendy”. 360,000 people are registered blind in the UK and we hope this device will help them choose fashionable clothing combinations independently, without the need for assistance”. Tess and Amy are looking for professional help to develop a phone app and develop the prototype into a fully tested marketable device proving it can make a big difference to the lives of blind people. Commenting on their success, Andy Wales, BT’s Chief Digital Impact and Sustainability said: “The pace of tech change is fundamentally reshaping our world. Young people not only need to be ready for that but also actively designing the tech that will shape their future. We’re proud to sponsor the Tech4Good awards and are inspired by how this year’s BT Young Pioneer finalists aim to improve the lives of those with disabilities to ensure nobody is left behind.” The Tech4Good Awards, run by disability charity Ability Net, celebrate companies, charities and individuals that use the empowering influence of digital technology – whether it’s at home, at work, in education – to benefit the community.

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AMBITIOUS, COMMITTED & PASSIONATE? JOIN NI CHAMBER TODAY www.northernirelandchamber.com

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.

ith the ongoing uncertainty around Brexit, the continued absence of a functioning NI Executive and a new Government in Westminster, NI Chamber has been busy representing the interests of members over the summer season. In August, we chaired an important meeting with Chancellor of the Duchy of Lancaster, Michael Gove MP in Allstate NI. During discussions, representatives from Northern Ireland business stressed the importance of avoiding a no-deal Brexit and we outlined the findings of our most recent Quarterly Economic Survey, NI Chamber President John Healy attends a which indicated just how damaging a business reception with the Secretary of State. disorderly exit from the EU could be Following his appointment as Secretary of for the local economy. This followed a State for Northern Ireland, we have also been July meeting with the previous office holder, engaging with Julian Smith MP. During his David Liddington MP, which was held in Encirc first encounter with local business leaders, Enniskillen. Our follow-up representations with we discussed the range of pertinent issues Mr Gove are ongoing and we will continue to currently facing companies here. brief him in the weeks ahead. Top of this list were the implications of the We also hosted recent discussions with ongoing lack of local Executive. As employers the new Minister of State for International here traverse one of the most uncertain periods Trade, Conor Burns MP during his first visit to in recent history, the ongoing political impasse Northern Ireland since taking up the position. is compounding already difficult circumstances. At the roundtable in Grant Thornton, members Business, the economy and wider society had the opportunity to voice their concerns urgently need to see the devolved institutions directly to the Minister. restored, so that elected representatives can Chair of the Industrial Strategy Council (ISC) deliver on the domestic agenda and speak up and Chief Economist at the Bank of England, for Northern Ireland in the Brexit process. To Andy Haldane paid a recent visit to Belfast, this end, we recently signed a joint statement during which we welcomed him to the new NI issued on behalf of 21 business groups, calling Chamber office. He was accompanied by Dame on politicians to redouble efforts to restore the Rotha Johnston, the Northern Ireland member Assembly and Executive. of the ISC. Items on the agenda included the In the critical period ahead, NI Chamber main challenges to improving productivity and will continue to represent the interests of competitiveness in Northern Ireland as well members and work closely with business, as discussions on national and local policy elected representatives and statutory bodies solutions. until the Brexit process concludes. In the We have been working closely with senior meantime, we strongly urge companies from figures in the Irish Government too, most every sector and size to step up planning for all notably during a business lunch with Taoiseach possible scenarios. NI Chamber has a dedicated Leo Varadkar. Working in partnership with our Brexit support service delivered by the team at colleagues in Dublin Chamber, we welcomed Pinnacle Professional Limited, a consultancy over a dozen business leaders from the two practice led by Robert McConnell and Dr Scott Chambers to a meeting with Mr Varadkar, King, available through our International Hub, during which we discussed the implications so please make the most of the support your of Brexit for both economies and the future of membership provides. all-island trade.

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NEWS

Chamber Awards winners to be revealed The winners of the 2019 Chamber Business Awards have now been decided. Nine companies from across Northern Ireland are in line to scoop a top accolade at this year’s Chamber Business Awards, hosted by NI Chamber and the British Chambers of Commerce (BCC). The regional winners will be revealed on Monday 23 September 2019 following a morning of judging where submissions were scrutinised by an independent judging panel. The winning companies will be presented with their awards and then go forward to compete against fellow category winners from the 11 other UK regions, culminating with a Gala Awards Dinner at Tobacco Dock London on 28 November 2019. The judges were as follows: • Gary McDonald, Business Editor, Irish News • Margaret Canning, Business Editor, Belfast Telegraph • Chris Sherry, Editor, Ulster Tatler Group • Emma Deighan, Business Journalist • Maureen O’Reilly, Independent Economist

This year’s Chamber Award judges pictured with NI Chamber Head of Communications & Policy Chris Morrow and Communications Manager Olivia Stewart.

NI Chamber unveils calendar of business events NI Chamber has released an exciting schedule of workshops, training and business networking events for the remainder of 2019. The packed schedule will see over 25 events and programmes across the province including Belfast, Cookstown and Ballycastle. It includes the flagship Annual Networking Conference and Business Showcase in St. George’s Market on 18 September, a host of specialist workshops for exporters, the Growing Something Brilliant Leadership Breakfast and the prestigious President’s Banquet on 21 November in ICC Belfast. The full list of upcoming events can be viewed online at www.northernirelandchamber.com NI Chamber’s Louise Turley, George McQuitty and Petrina McAuley launch the latest calendar of programmes and events.

NEWS

Exploring the future of work at NI Chamber showcase The line≠ up has been announced for NI Chamberí s Future of Work Stage at its Annual Networking Conference and Business Showcase in September. technology and agile working will take to the stage on 18 September at the event in St Georgeí s Market. including Dr. Nicola Millard (Head of Customer Insight Flowlens), Stephen Donnelly (Senior Software Development Manager, Bazaarvoice), Michael Anne Phillipson (People & Change Consulting, Grant Thornton). The second stage will also play host to a Google Digital Garage seminar, covering web analytics and the role of data in business decision making.

businesses will also exhibit in the showcase area. The NI Chamber Annual Networking Conference is supported by headline sponsor Dublin Airport, along

Places at the conference are free for NI Chamber members or £50 for non≠ members. To register visit www.nichambernetworkingconference.com

University) and Louise Turley (NI Chamber).

Take a swing at the NI Chamber and Forde May Annual Golf Day will tee off at the annual NI Chamber and Forde Golf Day taking place on Friday 20 September 2019 at the prestigious Malone Golf Club. The golf day is designed for NI Chamber members to build networks and create connections, whilst competing to win the coveted Forde May Perpetual Golf Challenge Trophy. Last year, Nicky McKeague from Bank of Ireland lifted the trophy as the player with the highest individual score. The perpetual cup honours the late Dr Forde May who founded the executive recruitment business in Belfast more than 20 years ago. It has grown to become Northern Irelandí s longest standing executive recruitment company. A limited number of four balls are remaining. For more information visit northernirelandchamber.com/events

Ann McGregor (NI Chamber); Valerie Reid (Forde May Consulting) and Gerry May (Forde May Consulting).

NEWS

New home for NI Chamber Summer 2019 saw Northern Ireland Chamber of Commerce and Industry take up residence in a new home in the heart of Belfast city centre. Now occupying the ground floor of 40 Linenhall Street, the stunning new office is a creative space where staff and members should feel equally inspired. The move is an exciting development for NI Chamber, enabling it to provide enhanced services to business. With hot desks available for drop-in use and state-of-the-art meeting facilities, members are encouraged to use the city centre location to the fullest. “When designing the new office, we wanted to create an open, flexible and attractive working space, somewhere members feel welcome and able to drop in between meetings in the city, or use as a base to connect with each other. Our hot desks are a really valuable new addition and we are very much enjoying the daily interaction with members who are already making the most of them,” says Chief Executive Ann McGregor. In addition to providing first-class facilities for member businesses, the Linenhall Street premises are leading the way in facilitating healthy working habits for staff. With bright primary colours, areas for collaborative working, open workstations, quiet zones and an open plan communal Café, the design encourages activity based working. Transforming the former linen warehouse into a modern, flexible workspace was a

challenging design brief, delivered to fit-out specialists, 1080. Other NI Chamber members involved in the project included real estate consultants, Hollis. Design Director John Roddy from 1080

John Roddy (1080), Ann McGregor (NI Chamber) and Eamonn Cregan (Hollis).

oversaw the work: “The design brief was spatially challenging, we had a lot to incorporate into a relatively tight space. The project required creative thinking to develop an innovative, contemporary office space suitable for a busy team. When you step into the new office, you know you are in a distinctly different space with a dynamic yet peaceful design that brings together a collection of various working and collaboration zones. “Managing light and sound within the office was an important aspect of the brief as we had to bring together staff with different working styles into one collaborative space. We created areas that embrace these

differences, and through a clever use of technology and acoustics, we’ve been able to deliver a workplace that provides a logical way for staff to work together creatively and productively.” The result is a striking space, where NI Chamber staff and members can work collaboratively in surroundings that make the working day as productive and enjoyable as possible. According to Ann McGregor, the final result has exceeded all expectations: “After many months in the planning, we are thrilled with the final result. The new office is central to our plans for the development of NI Chamber and having access to a first-class workspace places us in a solid position to continue to support our member organisations and their future needs.”

SOCIAL

Roundtable with the Chancellor of the Duchy of Lancaster Michael Gove MP

NI Chamber stressed the importance of avoiding a no-deal Brexit at a business roundtable with the Chancellor of the Duchy of Lancaster Michael Gove, organised by NI Chamber and hosted by Allstate NI. Pictured with Mr Gove are NI Chamber CEO Ann McGregor and Allstate NI’s Christina Bates.

Joint NI Chamber & Dublin Chamber lunch with Taoiseach Leo Varadkar

1. 1. 2. 3.

Ann McGregor (Chief Executive, NI Chamber); Taoiseach Leo Varadkar; Niall Gibbons (President, Dublin Chamber) and Mary Rose Burke (Chief Executive, Dublin Chamber). Niall Gibbons; Taoiseach Leo Varadkar; Siobhan O’Shea (Cpl); Richard Kennedy (Devenish Nutrition) and Dr Dennise Broderick (Galen). Jo Aston (SONI); Mary Rose Burke (Dublin Chamber); Brendan Foster (Grant Thornton) and Taoiseach Leo Varadkar. 38

social

Lunch with Conor Burns MP, Minister of State for International Trade

1. Chris Morrow (NI Chamber); Richard Gillan (Grant Thornton); Minister Conor Burns MP; Ian Henry (NI Chamber & Henry Group) and Peter Legge (Grant Thornton). 2. Grant Thornton Tax Partner Peter Legge welcomes guests to Grant Thornton offices in Belfast City Centre. 3. Minister Burns meets with NI Chamber members.

Networking Series with NIE Almost 100 businesses joined NI Chamber & NIE Networks for the latest â&#x20AC;&#x2DC;Regional Networking Seriesâ&#x20AC;&#x2122; event which took place at South West College in Enniskillen. Pictured are Carol Viney (South West College); David McDonald (NIE Networks); John Rooney (from keynote speaker Flogas); Michael McAllister (South West College) and Valerie McConville (NI Chamber).

Weak Performance Hindering Economic Growth The latest Quarterly Economic Survey published by NI Chamber and business advisors BDO suggests that Northern Ireland’s economic growth remains sluggish. and jobs than not. While this is certainly good news given current challenges, there is still cause for concern for future growth including falling order books and fewer businesses working at full capacity, with manufacturing and services both facing their own upheavals. “Businesses across all sectors are to be commended for trying to keep confidence around growth prospects up in the face of such challenges but it is not surprising that they are finding it difficult to make investment decisions given the level of uncertainty surrounding the future. Companies urgently need to see a probusiness approach from the new government. Without a sensible and pragmatic plan to break the Brexit impasse and the urgent restoration of power-sharing at Stormont, these indicators could quickly become starkly negative economic realities and the business community will find itself in an even more challenging position next quarter. We have to find a way to stop the Northern Ireland economy losing any more ground.”

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

While a majority of businesses are reporting increases in indicators such as jobs, investment and confidence, indicators around the region’s domestic and export sales performance are weak and falling order books are a cause of concern. The survey indicates that some of the economy’s post recovery gain has been eroded following the Brexit vote, with growing cash flow concerns and fewer businesses operating at full capacity. Manufacturing The survey shows that while there has been some uplift in confidence and investment intentions in Q2 19, there are some worrying signs around trade conditions for local manufacturers. 11 of the 14 key manufacturing balances are positive in Q2 19 suggesting some signs of growth. However, 8 of the 14 key balances fell over the quarter including those around domestic sales, exports and jobs. More manufacturers are expecting orders to fall over the next 3 months than those expecting them to rise. This balance is the weakest recorded since Q1 13. The sector’s cash flow position remains precarious with a negative cash flow balance (-14%pts), lowest across the 12 UK regions. The percentage of manufacturers operating at full capacity is at its lowest since Q4 14. Services After a slow start to the year, it has been a better Q2 for the service sector. Almost all key

balances are positive, with 7 of the 14 balances up on Q1 19. There was also a slight uplift in performance in the domestic economy with both domestic sales and orders up on Q1 19. Employment indicators remain largely positive. As with manufacturing, the sector is trying to remain confident around turnover growth with a balance of +35% of service sector firms expecting turnover to grow over the next 12 months. However, the sector’s weak export performance persists with export sales and orders balances at +4%pts and +3%pts respectively. Investment intentions have been weakening since the start of 2018, particularly around capital investment and the percentage of businesses operating at full capacity is at its lowest since Q3 15. Recruitment Manufacturers’ recruitment intentions remained unchanged in Q2 19 with 63% of manufacturers and service sector businesses trying to recruit over the quarter. Recruitment difficulties have been a persistent issue for members. Around 76% of both service sector and manufacturing businesses are currently having difficulty recruiting the right staff, largely skilled manual and professional/ managerial staff. Commenting on the survey results, Ann McGregor, Chief Executive, NI Chamber said: “The results of our latest Quarterly Economic Survey reveal that most key indicators are positive, confirming that more of our members are reporting growth in domestic sales, exports

ANALYSIS BY BRIAN MURPHY, MANAGING PARTNER, BDO NORTHERN IRELAND Businesses continue to operate cautiously in their respective markets as we come to the end of the second quarter of 2019, although it is encouraging to see there is still a confidence around growth prospects. With a new Prime Minister and Cabinet announced last month, businesses are hoping for clarity around a range of issues that will allow them to make investment decisions, something many have understandably chosen to put on hold. Clarity around the Government’s plans for Brexit and the ongoing talk’s process to restore devolution in Northern Ireland is vital to the future progress of so many businesses. It is my hope that the UK government will prioritise these to create a pathway for the future growth of our local economy. The latest Quarterly Economic Survey has produced a mixed bag of results,

with the majority of businesses reporting increases in indicators such as jobs and recruitment; however, the region’s domestic and export sales performances are weak with ongoing concerns around future trade conditions, particularly for our manufacturing sector. Recruitment intentions have remained relatively strong with manufacturers recruitment plans remaining unchanged in Q2 at 63% (Q1 63%). In Services, 63% were trying to recruit in Q2, up from 53% in Q1. Like the previous quarter results, however, many of these businesses have continued to report difficulties in attracting the right talent for skilled roles. This growing skills gap has featured in

a number of our QES results in the last couple of years and both the services and manufacturing industries have struggled with accessing labour. The current shortages are negatively affecting Northern Ireland’s competitiveness. Facilitating access to skills through training and education will not only improve our businesses’ ability to compete but will expand our Foreign Direct Investment prospects. Furthermore, the clear need for the “right people” could be addressed by attracting this talent from outside of NI. NI has many positive attributes and we should not ignore the potential of augmenting our existing workforce with external talent. With the

possibility of a no deal Brexit coming our way on the 31st October it is positive to see 62% of businesses are proactively planning for Brexit. I would strongly urge those businesses who have not yet initiated planning for the UK leaving the EU to take immediate action, seek advice and ensure that they are in the best possible position. There is no doubt that the NI business community needs a plan from decision makers as to how key issues affecting growth will be addressed. Individually, we also have to acknowledge that we are coming to the end of the “wait and see” period and it’s critical now that we are geared up and ready to go.

Quarterly Economic Survey Q2 2019 About

northernirelandchamber.com

The Northern Ireland Chamber of Commerce and Industry Quarterly Economic Survey (QES), in partnership with BDO is the largest survey of business opinion conducted in Northern Ireland and closely watched by policymakers such as the NI Executive; Treasury and Bank of England. Businesses are questioned on a wide range of issues, including: home sales and orders, export sales and orders, employment prospects, investment, recruitment difficulties, cash flow and price pressures.

Economy Watch

Brexit Watch

NI economy is still growing

62%

Most key indicators are positive 63% are recruiting

of businesses are making preparations for Brexit However...

NI’s regional performance is weak and is losing some ground in Q2 2019

42%

Fewer businesses are operating at full capacity

have scaled back preparations due to the 6 month extension to Article 50

Recruitment difficulties remain a major concern

Manufacturing

Sectors

Some uplift in confidence and investment as well as price pressures easing

5th

A better Q2 for services after a weak start to 2019 Signs of growth - Almost all key balances are positive (13 out of 14)

NI ranks 5th out of 12 UK regions in terms of % taking on employees in the last 3 months

Poor export performance persists with investment intentions weakening

Worrying signs around trade conditions for local manufacturing

Bottom three

Services

76%

NI ranks in the bottom 3 performing UK regions for 8 of the 14 key balances

of services sector members are finding it difficult to recruit the right people

Special Focus: Wages

1 in 4

members facing significant pressure to raise wages, particularly for skilled workers

19%

of members anticipating 3%+ pay rises for employees over the coming year

Key drivers include the growing competition to attract staff

33% 34%

and retain staff

224 members responded to the NI Chamber of Commerce & Industry Quarterly Economic Survey, in partnership with BDO, during the 2nd quarter of 2019. Together they account almost 27,000 jobs.

Note: The ‘balance’ refers to the difference between the % of firms reporting an increase in a key indicator minus the % reporting a decrease.

FEATURE

Getting Your Business Ready to Trade Internationally Once an SME becomes established in local and near markets, the next obvious step in scaling is to consider international expansion. However, before investing resources in assessing and proceeding with international opportunities, management should take time to evaluate the existing business model to ensure that structures and processes are efficient and provide the flexibility required to take on new markets without a disproportionate uplift in costs. Tanya Anderson, Head of International & SME Development at NI Chamber deals with some of the key questions around how an SME can assess business efficiency and capacity before approaching new markets.

hat tools can I use to improve business efficiency and productivity before I progress my international market strategy? Technological advances and customer expectations have increased the need for higher productivity, which is particularly important when a business is looking at establishing its global footprint. Key areas to consider include: • Benchmarking. A business could employ “process benchmarking” i.e. improving operational efficiency within a certain process. This is a process-specific approach and can involve companies that perform similar operational functions in different industries. For example, a distribution business may benchmark itself against a retailer known for efficient logistics. • Technology. Businesses should ensure they are making the most of technological solutions within operations. Cloudbased products offer cost savings over traditional software and can increase efficiency. These solutions can be particularly effective in businesses with people working in different locations. A business should automate tasks where possible, picking the easiest ones where there is no human value-add, first.

• Product. A business should critically review its product to ensure it is ready for new markets. This involves assessing whether there are any legislative, packaging, advertising or pricing nuances in a target market which will impact goods. What is the best way to structure existing staff so as to support the initial phase of international expansion? Create a staff structure that supports operations ahead of expansion, as opposed to embarking upon growth with a structure that does not support it. Whilst a business will not want to invest heavily in new staff in the initial phase, there will inevitably be a requirement for additional resources to establish market presence. Key areas for consideration: • Identify the existing staff who will be impacted in the

early stages of an international growth phase – typically sales and logistics. Ensure there is sufficient headroom to take on new business within these functions, particularly if existing staff are to be diverted to establish new markets. • The most effective way to achieve growth in a non-domestic market is to have a team ‘on the ground’. Key staff will be required to help get operations up and running and make decisions. A business could potentially rotate existing employees with skills sets which apply to that location; however, local personnel with in-market knowledge and network are invaluable. • Consider what the business needs to keep operations connected. A business should ensure related departments are connected. If the international strategy involves duplicating departments across locations, then the business should ensure it can support clear communication channels. Technology will be integral to achieving this. There is a lot of market uncertainty driven by Brexit – what are the best practical ways to plan in this climate if I want to progress an international strategy now? In the short term businesses seeking to export should: • Confirm supply chain arrangements – check with suppliers regarding their preparations for a no-deal and collaborate to ensure ongoing supply and strong working relationships. • Check commodity codes and temporary tariffs – Brexit may bring changes to the amount of duty paid and tariffs applied, thus companies should confirm product commodity codes to ensure import duty is correct. It is important that companies take the time to research tariff changes under a no-deal Brexit. • Check local VAT registrations. Companies should confirm whether they will be required to complete VAT registration in every EU country where they sell goods, as many EU countries have different VAT registration requirements for EU and non-EU businesses. • Analyse and understand the economic origin of products and components.

SUPPORTED BY

NI Chamber provides members with free, practical expert assistance through its Brexit Consultancy service delivered by Robert McConnell at Pinnacle Consulting; Robert. McConnell@northernirelandchamber.com. Further, the online international hub at NI Chamber provides a Brexit blog and reference library which can be found at northernirelandchamber-international-hub.com

utsource Solutions has been awarded a Bronze Gender Diversity Charter Mark, recognising its commitment to advancing gender diversity in the workplace.

Diversity Mark NI Ltd was set up by Women in Business to deliver the Charter Mark, awarding organisations for their commitment to progressing diversity. Those receiving the Charter Mark have committed to addressing areas of unequal gender representation at all levels, removing obstacles of career development; implementing structural and cultural changes that will help advance gender diversity; and putting in place a strategy and action plan to effect change. Terry Moore, CEO commented â&#x20AC;&#x153;We are delighted to have received recognition of our ongoing efforts to ensure that we develop and create a diverse culture and make life better at Outsource. We are absolutely committed to equality as we work to deliver the ambitious vision that weâ&#x20AC;&#x2122;ve set out in our application. We will do all that we can to ensure that we develop an inclusive culture where everyone is valued regardless of gender, age, background or ethnicity.â&#x20AC;?

The Charter enables organisations to identify and reflect on institutional barriers which impact progression. It enables business and organisations to progress the overall diversity and equality agenda and improve the working environment for all employees. Building and fostering a diversity and inclusion strategy that is truly lived in an organization is a catalyst for success and a foundation for innovation. Diversity has a positive impact on every area of business including financial performance. The Bronze Charter Mark was awarded by the Diversity Mark NI Independent Assessors panel which included Judith Gillespie, former Deputy Chief Constable of the Police Service of Northern Ireland, Kieran Harding, Business in the Community Director, Deborah Lange, Board Member at Invest NI and Belfast Harbour Commission and Dianne OFFICES: Antrim | Belfast | Cookstown | Dublin | Edinburgh Foster, Baker Mc Kenzie. CONTACT: +44 (0) 28 9448 5112 EMAIL: info@osgroup.co.uk

FEATURE

The Software Firm Going Back to School for the Future Workforce

Digital mapping software and services firm Esri Ireland is helping customers throughout the country to attach geographical information to their data. It’s a service it offers globally as part of a larger, international, 10,000 employee-strong set-up. Here, on the ground, the company is doing much more than influencing how our industries work, it is going one step further by safeguarding the future generation of technology stars by linking in with all of NI’s schools.

of learning opportunities; from no-cost massive open online courses (MOOCs) to technical presentations delivered by Esri experts. We are also now investing time, effort and people in engaging with the business school’s community where we are currently piloting the concepts of spatial thinking and spatial reasoning with their MBA and executive learning programmes,” said Paul Synnott, Esri Ireland Director and Country Manager. “Our partnership with the education community is about giving something back, today, that will most certainly benefit our business growth, pupils in terms of career opportunities, teachers, universities and industry and the local economy tomorrow.” Working alongside the Education Authority NI (EANI) and the Council for Curriculum, Examinations and Assessment (CCEA) to research the education sector’s appetite for its ArcGIS for Schools Programme, the company was satisfied that a hunger for digital education was strong enough to launch its ArcGIS programme officially in the first quarter of this year. Since then it has made over £100m worth of its software free to every NI school, accessible to more than 300,000 pupils which allows them to collect and analyse data on a world of topics. This enables the company to promote STEM subjects and in turn “empower tomorrow’s business and social leaders to safeguard our planet for future generations”. One such collaboration was with the Pictured left to right: Alistair Hamill, Lurgan College, Hannah Murtagh, St. Ronan’s College, Hannah Lurgan Shared Education Program. This Trew, Lurgan College, Esri President Jack Dangermond, Leon Van Der Westhuizen, Lurgan Junior High enabled 45 students and their teachers School, Aiesha Mouhsine, St. Ronan’s College, Joanne McLaughlin and Aideen Croasdell, Esri Ireland. eographic information systems (GIS) is Esri Ireland’s speciality. It is helping its customers, who include the likes of utilities, local government, public safety, defence, insurance, retail, fuel, telecoms and governmental industries, to record where things happen and analyse why, with the aim of providing insight and helping them to make better decisions. It’s a service and technology mapping platform that spans the globe. Esri has been around since 1969 founded by Jack and Laura Dangermond in Redlands, California. They still lead the global organisation to this day. In Ireland the company employs 80 people across its Holywood and Dublin offices from which it has helped both the private and public sector understand the impact of geography on their businesses.

Esri Ireland has been offering that service since 2002, as well as self-funded R&D and CSR strategies and corporate programmes including Esri’s forward-thinking ArcGIS for Schools Programme, ArcGIS for Schools is a global initiative that gives students from the ages of four to 18 access to its mapping and location analytics technology to “See What Others Can’t” and over time will help our future decision makers to understand and solve “some of the world’s most difficult problems” while gaining an insight into the world of technology. “In the case of education and research we have already invested in programmes that are based on three main pillars of education; schools (primary and post primary), universities and ongoing lifelong learning. In terms of lifelong learning we have invested in the provision of an array

“The benefits to us of continuously investing in the education and learning is that we educate a future workforce in the value associated with better understanding the impact and influence of location, place and geography...” Leon Van Der Westhuizen, Lurgan Junior High School, Aiesha Mouhsine, St Ronan’s College and Hanna Trew, Lurgan College – presenting on stage at the Esri International User Conference, San Diego – July 8th 2019.

from Lurgan College, St Ronan’s College and Lurgan Junior High School to work on a shared project using Esri’s maps, apps and data to explore spatial dimensions of sectarian divisions in their town. The project saw students delve into a subject that is commonplace in many areas of Northern Ireland and while navigating the compelling topic of religious divide, they learned the power of Esri technology and how it can help understand the world we live in. The project concluded with students and teachers presenting their findings at W5 to an audience of education stakeholders and Esri Ireland customers here, while three of the Lurgan pupils went on to Esri’s International User Conferences in San Diego to present their findings to leaders from 80 different countries making up an audience of almost 19,000. Pupils Hannah Trew, Aiesha Mouhsine and Leon Van Der Westhuizen were the first pupils outside the US to be chosen to present on that stage at the week-long event which is dubbed the largest GIS conference in the world. Closer to home, those findings, encapsulated quite succinctly by Hannah Trew as there being “more that unites us than divides us”, have been presented to Mayor Mealla Campbell, Armagh, Banbridge and Craigavon Council and other community stakeholders. Joanne McLaughlin, ArcGIS for Schools business sponsor, Esri Ireland, explained:

“This cross-community initiative gave students a platform to put forward suggestions to make Lurgan a more inclusive place, providing an opportunity for stakeholder groups in Lurgan to act on findings from the survey. Our digital mapping platform is freely available to every school on the island of Ireland and it is fantastic to see such an impactful use of GIS. For us though, our ArcGIS for Schools Programme is so much more that the provision of free software – key to the successful adoption of the programme is our provision of support for teachers through workshops, face-to-face training, access to authoritative data from Ordnance Survey, lesson plans and a huge variety of online training resources. This is a shining example of how technology can enable young people to become powerful agents for positive business, environment and social change in their community.” Jack Dangermond, founder and president of Esri described the programme and its findings as “truly inspiring” adding: “They are the next generation of decision makers and they show us new ways of thinking about old problems by demonstrating the capability of technology, geography and innovation to solve future challenges.” Lurgan’s Shared Education success story is illustrative of how business collaboration with schools can build the foundations for the future of the industry and provides a

solution to current skills gaps and in Esri Ireland’s case, it spreads the word of an area of technology that uses geography in what they call “The Science of Where”. “Through the ArcGIS for Schools programme we have strengthened our relationship with many key stakeholders in both public and private sector organisations in NI. Meaningfully engaging with public sector bodies such as the CCEA, the EANI, local authorities and the Police Service of Northern Ireland to help successfully launch an impactful and ambitious initiative for young people across NI,” adds Joanne. “The benefits to us of continuously investing in the education and learning is that we educate a future workforce in the value associated with better understanding the impact and influence of location, place and geography. The more this is understood earlier in our educational systems the greater the opportunity there is to grow the geospatial industry sector here in Ireland. This in turn will create more jobs providing career opportunities across an array of industry and business sectors and this is a very exciting place to be.” For more information on the ArcGIS for Schools Program visit: schools.esri-ireland.ie or email: schools@esri-ireland.ie

FEATURE

Moving NI Forward 42

Ashley Hunter, the new Director for Northern Ireland and Republic of Ireland at charity Sustrans, has big plans to help the NI public become healthier and happier through active travel. Here he talks to Emma Deighan about the road to getting the people of NI on their feet and bikes. 43

FEATURE

or over 50 years Sustrans has been making cycling and walking accessible to the masses throughout the UK. It has done this through the development of the National Cycle Network (NCN), behaviour change programmes and working with government departments to influence a move to a more sustainable transport society. The charity describes itself as the engineers, educators, experts and advocates who connect people and places, create liveable neighbourhoods, transform the school run and deliver a happier, healthier commute. Working in partnership to find solutions, combined with political leadership, Sustrans makes the case for walking and cycling, showing what can be done. “The work of Sustrans in Northern Ireland has evolved over the years,” Ashley begins. “We help to create places that make it easier for people to walk and cycle. We support people in their communities and give them the opportunity to walk, cycle, or scoot as part of their everyday travel.” And as a newcomer to the organisation, having worked for many years at the governing body for canoeing, Ashley plans to continue to build on what Sustrans has achieved in Northern Ireland. He says: “My ambition is to support and lead on behaviour change and infrastructure projects that will create a society in which the way we travel creates healthier places and happier lives for everyone.” And Sustrans’ work is already making an impact. The Comber Greenway which connects Belfast City Centre to the town of Comber is just one of Northern Ireland’s traffic free NCN routes. The route has been instrumental as a base for the cycling activities co-ordinated from Sustrans’ Active Travel Hub, which is a quirky shipping container from which the charity engages with people from the community in a wide range of programmes. “We do led bike rides, led walks and take people around the city from there. It was set up with the aim of reducing air pollution in the area and to improve health and wellbeing. “There are a lot of people of all ages out there who can’t ride a bike. We teach them and give them the confidence to do so from the Active Travel Hub. We are getting people back onto bikes or, for some, on to them for the first time.” The Active Travel Schools programme at Sustrans, is another initiative that has been encouraging people to get on bikes. “It works with pupils, teachers and parents to encourage children to walk, cycle or scoot to school as well as giving them the practical skills to do so. We also look at the area around the school, like the roads, and recommend the best routes and how to make the area safer,” Ashley continues. In terms of changing the mind-sets of NI workforces, Sustrans uses the programme, Leading the Way, supported by the Public Health Authority. It works with public sector organisations to tackle behavioural changes in the office. “We will also go in during the day and get the staff out on lunchtime active led walks or rides and the idea is to hopefully get people out of the car and walk or cycle to work.

“We encourage employers to strive to achieve Cycle Friendly Employer accreditation,” adds Ashley. Sustrans works alongside Cycling UK to assess workplaces and their facilities for bike users including bike parking and showers. “We’ll look at the culture of the company and if the employer actively encourages people to travel in that way,” he adds. At a recent event held by the charity, 25 employers registered interest in accreditation. There are many benefits of becoming a cycle friendly employer. As well as reducing absenteeism, it is appealing to new employees

“We’re working with a wide range of partners to try and reduce the volume of cars and look at how to reduce congestion, not only in Belfast, but in towns and cities across the country. ” believes Ashley, who says the younger generation cares about the environment and is open to walking and cycling. He says Sustrans’ objective is a “no brainer”. “Research has shown that walking and cycling are excellent for both physical and mental health. One of the most significant recent studies was carried out by the University of Glasgow and published in the British Medical Journal in April 2017. The five-year study of 250,000 UK commuters found that regular cycling cut the risk of death from any cause by 41%, the incidence of cancer by 45% and heart disease by 46%. It also found that walking cut the odds of developing heart disease but the

benefit was mostly for people walking more than six miles per week.” The team of 25 at Sustrans in NI has a significant workload on its hands despite those rock solid facts. “Northern Ireland has a car is king culture and this needs to change,” continues Ashely: “We need better cycling and walking infrastructure to create change. Investment in segregated cycle lanes is the key to a better, safer and connected city, but with no devolved government, conversations about major cycling and walking projects aren’t being pushed forward; some schemes have even stalled.” One of those is the Lagan bridge in the Ormeau area of the city which was first announced in 2014. It has already been approved by planning officials but that stamp will expire in 2021. It has also delivered similar masterplans in Derry~Londonderry and Mid and East Antrim, setting out a framework for the future development of active travel routes at an urban scale. On a regional scale, Sustrans is working towards realising its ‘Paths for Everyone’ vision, the delivery of which is strongly aligned to the Department for Infrastructure’s “ExerciseExplore-Enjoy – a Strategic Plan for Greenways”. Sustrans has carried out greenway development studies on a number of routes, including in the Glens of Antrim, in the Armagh Banbridge and Craigavon council area, and has recently submitted a report outlining route options for a Blueway-Greenway route linking Belfast to Lough Neagh that closely complements the former Lagan Navigation corridor. Belfast City Centre is also a focus for Sustrans. “We’re working with a wide range of partners to try and reduce the volume of cars and look at how to reduce congestion, not only in Belfast, but in towns and cities across the country. We encourage people to use public transport and multi-modal journeys as part of their everyday journey, for example Walk, Ride Glide.” As well as its wellbeing and environmental benefits, Sustrans’s work has also been economically beneficial. One of its recent programmes in partnership with the Princes Trust helped some young people secure employment in cycling delivery roles with companies such as Deliveroo, Uber Eats and Just Eat. Beyond infrastructural changes and improvements Sustrans will home in on celebrating, vocalising and spreading the word of the benefits of moving and choosing the bike or walking over driving. “Health and wellbeing is at the forefront of everything and my background is in sport so I really understand the importance of being active and getting physical in any form. “In my new role I will support and lead on the development of our strategic priorities, increase our impact across Ireland and raise the strategic importance of active travel and the impact it has. Our mission is to make it easier for people to walk and cycle,” Ashley concludes.

NATIONAL BURSARY RECOGNITION FOR NIE NETWORKS’ TOP TALENT Jack Hoy, Molly Guy, Ryan Morgan and Neil Freeburn.

APPRENTICES FROM NIE NETWORKS ARE CELEBRATING THEIR SUCCESS AFTER RECEIVING AN ENGINEERING HORIZONS BURSARY FROM THE INSTITUTION OF ENGINEERING AND TECHNOLOGY (IET). Trainee engineers, Molly Guy, Ryan Morgan, Neil Freeburn and Jack Hoy, were awarded the bursaries for their dedication to their apprenticeship and passion for engineering. The NIE Networks Apprenticeship Programme, which has been running for over 40 years, is the only IET accredited apprenticeship programme in Northern Ireland. Over the last four decades more than 400 apprentices have qualified with the company, with thirty-five apprentices currently enrolled and a further ten commencing training this year. The apprenticeship offers a range of disciplines from cable jointers, tree cutters, overhead lines and plant maintenance electricians, to meter operatives, digital cartographers, planners, wayleave officers and surveyors.

Raymond McMenemy, Training Manager at NIE Networks, who started out as an apprentice with the company over 40 years ago, is immensely proud of the students. “Everyone within the team is thrilled that our apprentices have received such recognition by being awarded the Engineering Horizons Bursary. The apprenticeship scheme provides an invaluable platform from which to launch their careers and they should be very proud of this latest achievement as they have put in the hard work. “Our programme is a great opportunity for apprentices to gain highly specialised skills to work on the electricity network. We firmly believe that the best way to develop highly skilled, motivated and enthusiastic future employees is through

our targeted and focused apprenticeship.” The NIE Networks Apprenticeship Programme is delivered by experienced instructors who have been selected as role models within their respective disciplines to pass on their practical know-how in the training centres. Alongside the opportunity to gain hands on technical experience and work towards achieving a nationally recognised qualification in Electrical Engineering, NIE Networks also offers a training salary to participants throughout their apprenticeship. Applications for the next NIE Networks Apprenticeship Programme intake will open in early 2020. More details can be found at www.nienetworks.co.uk/careers

MEET THE APPRENTICES Ryan Morgan Ryan Morgan (32), an Overhead Lines Apprentice from Newry, joined NIE Networks in 2018 after ten years of working as a paramedic in the health service.

“I

studied science and maths at school and after returning home from living in Australia for a year I embarked on training as a paramedic. It was a hugely rewarding career but after ten years of service I wanted a change. I saw an advertisement for the NIE Networks Apprenticeship Programme in my local paper and the opportunity of a career that allowed me to work outdoors in a highly skilled engineering role really appealed. It wasn’t an easy decision to leave a career that I knew so well and retrain in something entirely different, but I knew I was up for the challenge and especially because I could see the long-term potential in engineering as a career. It’s a sector that is changing all the time and the innovation taking place especially around renewable energy is an exciting project to be part of. The recruitment process for the apprenticeship was tough with a range of practical and theory-based assessments, but I took the time to prepare and researching NIE Networks really opened

Jack Hoy Jack Hoy (23), a first year Overhead Lines Apprentice from Donaghmore, was studying for a degree in Energy, but felt the NIE Networks Apprenticeship Programme gave him the perfect route to realising his career dreams.

my eyes to the different roles and career paths available. We spend one day each week at college and the rest of the time we are out on site with supervised on-the-job learning. I came from a job where I was knowledgeable, but this is starting right from the beginning. It’s challenging but I

“I

n many ways I had thought University was the only higher education option available and I hadn’t realised what an apprenticeship could do for my career. I was studying for a BSc in Energy but I knew it wasn’t the right fit for me and I was hoping to find a training option in the energy sector that would

love the hands-on learning approach. Receiving the Energy Horizons Bursary has been the perfect end to my first year and I’m immensely proud to have received the recognition. It goes to show with the right support around you anything is possible.

”

keep me stimulated. I also knew I didn’t want to be behind a desk all day but outdoors in the fresh air. After spotting NIE Networks engineers working nearby on my drive home one day I started to research the company and when I found the apprenticeship programme I knew I had found exactly what I was looking for. I always thought an apprenticeship was learning from a distance but here at NIE Networks it’s totally the opposite. I’m encouraged every day to put into practice what I’ve been taught at the training school. Even after just one year I’ve started to build up a strong knowledge of the job and the training team has really helped support me from the ground up. Like every job there are days that are tougher than others, especially when it’s pouring rain, but when you rise to the challenge and then receive recognition for that hard work through securing an IET Bursary, it’s such a satisfying feeling. I can’t see myself doing anything else.

”

Molly Guy Molly Guy (20), a Cable Jointing Apprentice from Bangor, joined NIE Networks in 2016 and is currently in the final year of her Apprenticeship.

“I

knew early on that I wanted to pursue an apprenticeship after I finished school and that I wanted it to be in a hands-on sector. My research led me to discover the NIE Networks Apprenticeship Programme and after reading about the training, support and salary it provided, I submitted my application. Thankfully I was successful and joined the Cable Jointing engineers. People always think NIE Networks engineers only work up poles but cable jointing is another discipline and our work is to look after the thousands of miles of electricity cable that run through the ground across Northern Ireland. My final year involves practical and written assessments, but mainly I have been on site, sharpening my skills. The apprenticeship has been more challenging than I expected and as I’m dyslexic it has taken me a little longer to learn written theory over the practical activity. No matter what stage I was at though, I got through it thanks to the support of my managers and team who

Neil Freeburn Neil Freeburn (34), a Cable Jointing Apprentice from Ballymoney, is currently in the final year of his Apprenticeship.

“

were right behind me every step of the way. I love being on-site in the thick of things and it’s a pleasure bringing electricity to customers, especially new homes for families. To be part of the story where someone has been waiting for years to have their dream home built and our

“I

t was inevitable that I would end up in an engineering career because growing up I had so much inspiration around me as my Dad and Grandfather had a real passion for

work makes their lights turn on, is really very special. I will be so proud when I qualify. If anyone, especially females, are considering a job in engineering or an apprenticeship I would definitely encourage them to apply. There are so many opportunities open to you.

”

engineering and were always working on one invention or another. I didn’t take a direct route here though and spent the best part of a decade working as an environmental business consultant before joining the Apprenticeship in 2016. It was a huge change but one I was ready for as I wanted to work outdoors and follow my interest in engineering. Balancing my family commitments with study and work life has required huge commitment and the learning curve has been immense, but the training and support provided has been first class. Managing that balance and being rewarded by winning the Bursary is an achievement I’m so proud of. There are so many amazing opportunities with NIE Networks, especially around career development and progression. If anyone was considering an apprenticeship I would say go for it. If you are focused, have a positive attitude, are willing to learning and want a promising career with huge possibilities, NIE Networks is the place for you. I might not have finished my apprenticeship just yet but I already know my career is here at NIE Networks and I have my sights set on applying for the Apprentice to Graduate Programme in the future.

”

Alongside the opportunity to gain hands on technical experience and work towards achieving a nationally recognised qualification in Electrical Engineering, NIE Networks also offers a training salary to participants throughout their apprenticeship.

”

Our experienced and ambitious team has over twenty years’ experience in delivering events in Northern Ireland’s only purpose-built international convention centre. “On the day it was brilliant. It was the best event outside London that we’ve done. The way everyone bought into it wholeheartedly, it was off the scale to what we’ve done in any region before.” KELLIE WHILE, HEAD OF

CREATIVE

FEATURE

Cruise Growth on the Horizon

Michael Robinson, Port Director, Belfast Harbour, discusses the recent rise in cruise liners docking in Belfast Harbour and the effect of growing tourism. 55

FEATURE

n the late 1990s, if someone had suggested that Belfast was going to become one of the most popular cruise destinations in Northern Europe, even the most ardent believer in the latent opportunities of Northern Irelandí s tourism sector may not have been convinced. However, from just two cruise calls in 1996 to 148 calls this year with 285,000 cruise visitors that is exactly where we have arrived. Named as one of the best cruise destinations in the British Isles and Western Europe, Belfast Harbour is now the third most popular destination in the UK and Ireland for cruise ship calls. Indeed, such has been the growth, that compared to 10 years ago in 2009 when there were 36 calls, Belfast Harbour is scheduled to handle 148 calls in 2019, and in order to service this ever increasing number of cruise calls, Belfast Harbour has developed the only dedicated cruise terminal on the island of Ireland. The key behind this meteoric rise owes much to the investment in and quality of local tourist attractions such as The Giantí s Causeway and Titanic Belfast. It also, however, has much to do with a partnership between Belfast Harbour and Visit Belfast to create a joint marketing initiative, ëC ruise Belfastí , which has been methodically developing Belfastí s reputation throughout the global cruise industry. Back in the late 1990s Belfast was better known to international TV audiences for many things ñ being a luxury cruise destination wasní t one of them. Changing that perception required significant effort ñ opening doors, securing meetings and establishing a presence at international cruise exhibitions. It was a slow process at first, but once the first calls had been secured and the cruise line operators had time to assess the extremely positive passenger feedback, success began to breed success. Since then thereí s been no looking back and by 2016 the number of cruise calls had almost doubled to 80. In 2018 Belfast Harbour surpassed 100 calls for the first time ever and Cruise Belfast had established the Port as one

now includes a Visitor Information Centre, part funded by Tourism NI and managed by our partners, Visit Belfast. Staffed by Visit Belfastí s travel advisors the new terminal utilises the latest digital and audio≠ visual technology to showcase Belfast and Northern Irelandí s visitor attractions. Cruise tourism is one of the fastest growing forms of travel in the world and this opportunity is well and truly being capitalized on by Belfast Harbour and our cruise partners. Every year Northern Irelandí s tourism offer continues to grow, supported by an exceptional cruise

ì Cruise tourism is one of the fastest growing forms of travel in the world and this opportunity is well and truly being capitalized on Belfast Harbour and our cruise partners.î of the most popular in Northern Europe with major cruise lines such as Princess, Celebrity, Fred Olsen and Cruise & Maritime Voyages. In July we welcomed SAGAí s first ever new build vessel and ëD isney Magicí will call in September, bringing the globally recognised brand to Belfast for the first time. Ití s against this backdrop that Belfast Harbour opened the islandí s first dedicated cruise terminal in May, located on the Co. Down side of the Port. Belfast Harbour has invested more than £500,000 to upgrade the quayside, which

service delivered though partnership with Visit Belfast, highly trained tour guides who provide tours to the key attractions via Excursions Ireland, and also quay side support for the vessels though local shipping agents. Belfast is now the third most popular destination in the UK and Ireland for one≠ day cruise ship calls after Dublin and Orkney. This is a remarkable achievement that reflects the ongoing marketing activities of our partnership with Visit Belfast under the Cruise Belfast brand.

The newly developed site also includes ample space to service the shore side activities associated with cruise ships ñ coaches, shuttle buses and taxis ñ and a berth which has been dredged to accommodate the next generation of larger cruise ships. The terminal allows passengers to quickly connect to Belfast city centre or join one of the many organised excursions to visitor attractions such as the Giantí s Causeway, Hillsborough Castle, Mount Stewart and Titanic Belfast. Importantly for local travellers, weí ve also invested in new gangways and luggage scanners to help market Belfast as an embarkation port. Depending on the level of demand locally, this will provide opportunities for local holidaymakers to join cruises directly from Belfast instead of flying to other regional ports. Cruise & Maritime has already scheduled a number of departures for next summer including Norwegian Fjord and British Isles itineraries. First and foremost, though, the new terminal provides a new strategic asset for the local tourism sector. It is a fitting venue to fully showcase the wealth of experiences Northern Ireland offers and will help cruise visitors make the most of their time during their stay. In the past three years there has been an 82% increase in the number of cruise calls to Belfast Harbour; weí re confident, however, that further growth lies on the horizon. With strong projections in the industry, according to Cruise Lines International Association (CLIA), there are expected to be 30 million cruise passengers by the end of 2019 and Belfast Harbourí s cruise offering will continue to be instrumental in Northern Ireland optimising this opportunity.

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FEATURE

At Home in the Property Market Over the past five years a property developer with a personal touch has been rising through the ranks in the housing market here. Daniel McConkey, development director at that company, Rosemount Homes, discusses why the relative newcomer is fastbecoming a big player in the market.

FEATURE

osemount Homes was set up in 2014 with its first site going live in November 2016. Since then it has land banked over 300 properties, 100 of which are already sold or completed, and is aiming to turnover £10m this financial year. Those houses span almost ten projects. They are predominantly in the Greater Belfast area but not confined to, with smaller projects spanning as far afield as Letterkenny, where Rosemount Homes has just completed a seven-house scheme. Another will take place in Dunfanaghy. Live projects include its upmarket Ormonde Gardens site, off Ladas Drive in BT8, where it has a nine-house scheme with prices starting from £245,000 and sites of 15 houses in Greenisland and 55 houses in Comber nearing completion. And at the time of print its Larne project, The Highways – named so after The Highways Hotel which formerly occupied the site – was due to be released. “It’s a well-known site and we hope to be on site there in the next couple of months. It will include 31 houses and we think there will be good demand particularly from first time buyers,” Daniel begins. And coming on the market soon is one of the firm’s biggest schemes since its launch. The ambitious project, Black Quarter Meadow off the Ballynahinch Road, will broaden the residential offering in the already popular Carryduff area. “The big one, which has been over four years in the making, is Black Quarter Meadow,” Daniel adds. This site will feature over 108 homes and a Gross Development Value in excess of £20m. “It’s been in the realms for four years and we expect good demand for the properties there which will be a mix of apartments, three and four bed semi-detached and detached homes,” he continues. Full turnkey finishes with choice of kitchens including integrated white goods, choice of tiles, carpets and paint colours are all part of the Rosemount Homes package. It’s a package

that is now expected by new home buyers but what has really given the firm a standing in the property fraternity is its “personal touch” says Daniel. “We’ve had first-time buyers as well as buyers who want to downsize and it’s those buyers who can’t believe what they get today with a new home, but the really important thing about our brand is that we do the personal touch. I have personally met with most of our homebuyers,” Daniel explains. “We are all hands on deck and while we might be reasonably new to the market, we are building our reputation steadily. We build a quality product and offer a service that we are proud of. For us customer satisfaction is key.” After selling its first 100 houses and after significant investment in its social media presence, Rosemount Homes has seen its online following treble over the past year. Its name is getting out there and its reputation is growing. In the grander scheme Rosemount might seem like a reasonable newcomer to the market but its team of two have significant experience in property. Daniel’s career is a lengthy one. He’s seen the rise and fall of the sector, the hardships and the challenges and today he still believes there is still much to contend with. However, demand is not one of them. “The problem I see is a shortage of development land. Thankfully there is plenty of work going forward for us because we’ve around 200 units in a land bank. We are looking forward to each council carrying out its area plan review when a new suite of land will be zoned for residential development,” he says. Demand for Rosemount’s new builds is strong, particularly with first-time buyers says Daniel, adding: “As we’re coming to an end of a couple of schemes, we’re seeing a high level of demand. “The new home is very popular. Purchasers just need to bring their furniture and can move in on day one. Building regulations have gone up and those people who haven’t lived in a new

“We are all hands on deck and while we might be reasonably new to the market, we are building our reputation steadily. We build a quality product and offer a service that we are proud of. For us customer satisfaction is key. ” home can’t believe the energy efficiency of new homes. I remember just 15 years ago the walls in a new build weren’t painted and carpets weren’t provided, but now it’s total turnkey so I can see why first-time buyers choose that style. “There has been a lot of speculation about how Brexit will impact the market but to date we’re not seeing it. The biggest uncertainty is Stormont but even then, demand is there. The biggest challenge I see for homebuilders is building cost inflation, higher importation costs for building products which Brexit could cause. House prices have risen gradually over the last few years, but material costs have risen a lot more than that,” Daniel says. Even with the latter hurdles, Rosemount Homes will continue as it started – on the rise. Demands for its upmarket properties, with traditional design, are high. Today it’s quality and reputation that sells the rest. “We plan to develop what we have, and we are always looking for more,” continues Daniel. “We have achieved a lot. When you look at it, we only started in November 2015. We’ve come a long way.”

the tile refinery, 11-19 blythe street, belfast BT12 5HU T. 02890 232136 davidscotttiles.com

AMBITION SPECIAL FOCUS

LEGAL LEADERS Catriona Gibson

Neasa Quigley

Andrea McIroy-Rose

64 Jonathan Forrester

Adrienne Brock

Michael Neill

Lisa McLaughlin

Gareth Planck

76 Michael McCord

Katharine Kimber

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Legal Leaders Michael Neill

ALG is one of Ireland’s largest law firms, delivering the full range of corporate legal services. It has a strong international presence supporting an Irish and international client base, with six offices in Dublin, Belfast, London, New York, San Francisco and Palo Alto, offering on-the-ground, personalised support to clients. The firm opened its Belfast office in 2007 and has since built a 120 strong team of industry-leading legal experts and business services professionals. Its expertise ensures that ALG is equipped to advise its clients on the legal developments, challenges and opportunities relevant to their business.

How long have you been with the company? I joined ALG as a Partner in 2009. What is your own individual specialism and how has it changed over the years? I specialise in corporate recovery and commercial litigation. From a corporate recovery perspective, formal insolvency is now seen as a last resort with the emphasis on rescuing financially distressed businesses, wherever possible. Similarly, the availability of alternative dispute resolution (ADR) procedures has enabled the resolution of many disputes without having to go to court. What route did you take to get to where you are? I have an LLB (Law & Accounting) from QUB before qualifying as a solicitor in 1997. Since 2003, I was a Partner in another Belfast firm before moving to ALG in 2009. In preparation for my current role, I completed a Leadership in Law Firms Programme at Harvard Law School in 2018. How big is your team? In our Belfast Office alone, we have in excess of 120 people. How would you define the culture of your practice? We have an inclusive and collaborative working environment in which our people are encouraged to fulfil their potential, enjoy their work and provide our clients with excellent service. Can you mention one or more of your highest profile projects? My career highlights are working on the two largest ever restructuring and insolvency mandates in Irish corporate history (to date) in the restructuring of the Quinn Group and the Special Liquidation of IBRC (formerly Anglo Irish Bank). What does the firm offer junior legal professionals in terms of career progression/additional learning? Corporate law is a people business so managing talent is key to our strategy. We focus on our people, appointing Talent Partners and Talent Lead in our Belfast office to specifically deliver our Talent strategy. We seek to inspire our employees so that they feel they are part of something broader than ‘just a job’. We aim to provide a working

environment which is supportive, inclusive, where people can develop, enjoy their work and be proud of their contribution. We have a bespoke training and development programme called The ALG School of Business & Law. It provides a range of tailored development solutions that enable individuals and teams across all aspects of the business to achieve exceptional results aligned to DNA profiles for every role in the firm. The ALG School of Business & Law runs a range of development programmes specific to legal career stages, from trainee to partner. We have partnered with two of Ireland’s leading universities to provide training and development up to Masters standard. We also have a specific leadership programme for potential partners and of counsel. What makes this organisation stand out from its peers? We harness the depth of talent and experience across almost 850 people in multiple jurisdictions to ensure our clients get the very best advice and insight. We are consistently recognised as a leading Irish firm and in the last 12 months we have won multiple awards including: • Legal Business Awards 2019 – International Firm of the Year • Irish News Workplace and Employment Awards 2019 – Workplace Excellence • IFLR Awards 2019 – Most Innovative Law Firm • Financial Times Innovative Lawyers Awards 2018 – Most Innovative Law Firm in Ireland. What is the most important question a business should ask their chosen legal firm when using them to represent their concerns? A number of the questions above would suffice but, aside from a client doing its own research beforehand, I would enquire about the firm’s experience in the sector and ask for specific examples of how it has successfully delivered on similar projects. What would you be doing if you weren’t working in the legal sector? I think I would have enjoyed being a school teacher, however, whether I would have been any good at it is an entirely different question.

A&L GOODBODY

Michael Neill, Head of Belfast Office, A&L Goodbody.

LEGAL LEADERS

Catriona Gibson, Managing Partner, Arthur Cox Northern Ireland. Recognised as one of the foremost law practices in Northern Ireland, Arthur Cox has a strong reputation built on providing trusted and pragmatic legal advice to leading organisations from across the public, private, and third sectors. More than 90 people are employed at the firmís offices in Belfast providing a full service offering with major practices including Corporate and Commercial, Employment, Litigation and Dispute Resolution, Banking and Financial Services, Banking Litigation, Commercial Property, Energy, and Intellectual Property. Benefitting from a truly global reach, Arthur Cox also has offices in Dublin, London, New York, and Silicon Valley.

How long have you been with the company? I joined Arthur Cox as a Partner in 2006 and it was a great privilege 10 years later to assume the position of Northern Ireland Managing Partner, building on the foundations laid by Alan Taylor as he moved into the role of Chairman. What is your own individual specialism and how has it changed over the years? I specialise in commercial litigation with particular focus on corporate, regulatory and finance litigation. Whilst the litigation process provides a framework, the emphasis has to be on resolving disputes to each clientí s best advantage whether that be through the court process or alternative dispute resolution. Strategic overview and attention to detail is key. The advent of the Commercial Court Hub in Northern Ireland has been a welcome move in making the processes around dispute resolution more straight forward in recent times. What route did you take to get to where you are? My route in the legal profession was a direct one. I always knew that I wanted to be a solicitor. Working in England after University, I was fortunate enough to gain experience, and seniority, with a major international firm. Returning to Northern Ireland, Arthur Cox was the clear choice to continue my career working with the highest calibre of business and interesting, heavyweight litigation cases. How big is your team? There are more than 90 people working at Arthur Cox in Northern Ireland with a growing senior team that recently welcomed four new Partners. Alongside the Chairman, I am honoured to lead a staff made up of some of the most accomplished and highly respected practitioners currently operating in the local legal sector, from our trainee solicitors, through to our associates and partner team. How would you define the culture of your practice? We donít believe in standing still, with a culture of progression, proactivity, and partnership that puts our strong roster of clients first. Working hard to meet the growing and developing needs of the organisations we represent, ensures that we continue to provide advice that is both nuanced and innovative.

60 66

Can you mention one or more of your highest profile projects? As the head of the Dispute Resolution practice, I have been involved in a number of pioneering legal developments and high≠ profile cases over recent years. Ití s extremely satisfying to go in to a large and complex organisation, gain the trust of their senior people, and work to protect their business reputation and interests. Suffice to say, this has included many household names from flag≠ carrier airlines to large retail banks and everything in between. What does the firm offer junior legal professionals in terms of career progression/additional learning? Each year, we welcome a new cohort of trainee solicitors, selected from the most dynamic and forward≠ thinking graduates, to join our industry≠ leading training programme. Investing significant time and resources into developing our trainee lawyers, it is not surprising that many enjoy rapid success. In fact, two of our most recent new Partner appointments joined our firm as trainees. What makes this organisation stand out from its peers? Our reputation has been built on providing high≠ quality service levels in our relentless pursuit of pragmatic advice, combining technical expertise with a commercial mindedness as we endeavour to continually add value for our strong client base. We doní t deliver ivory≠ tower our clients and helps their businesses excel. What is the most important question a business should ask their chosen legal firm when using them to represent their concerns? Organisations want a legal firm that they can trust implicitly, so the most important thing when meeting a potential legal adviser is their track record and the sense of commercial acumen. Businesses should also satisfy themselves that their chosen legal team features a breadth of knowledge and expertise that can readily provide counsel across the full spectrum of their operations. What would you be doing if you werení t working in the legal sector? Ií m very fortunate in that I have never had a second thought about my choice of career. It brings new professional challenges every day, which is something I relish.

Arthur Cox

Catriona Gibson

LEGAL LEADERS Neasa Quigley

Carson McDowell represents market leading indigenous businesses as well as international organisations operating in and from Northern Ireland. Based in the heart of the city the firm has 96 lawyers offering a broad range of industry specialists. The firm has extensive experience across all major practice areas, including litigation, corporate, commercial, employment, banking, professional indemnity, energy, real estate and planning law.

How long have you been with the company? I joined Carson McDowell in 2010 as partner in the corporate practice, with a particular focus on energy and technology. I jointly headed the corporate team alongside Richard Gray until I became senior partner in May this year, leading the firmí s overall strategic direction and its external engagement with clients and stakeholders. What is your own individual specialism and how has it changed over the years? investment work. Technology has revolutionised the way we deliver our services. When I started out as a corporate lawyer, there were physical data rooms which we had to attend in person and completions always took place with everyone in the room. Now we doní t have to leave our desks to access information and ití s rare to have a physical meeting. What route did you take to get to where you are? I studied history at Trinity College Dublin and then went on to had the privilege of working with the late great Owen Oí Connell, an absolute legend in the legal world in Dublin and Myra Garrett who went on to become William Fryí s first female Managing Partner. I moved to Belfast in 2001 and continued my work as a corporate lawyer, joining Carson McDowell in 2010. How big is your team? The firm has 170 staff including 27 partners and 96 lawyers. We consistently have the most NI lawyers ranked in the top bands of industry directories Chambers and the Legal 500. How would you define the culture of your practice? Collegiality, teamwork, diversity and respect are integral to how our people engage both with each other and with clients. We are proud of our heritage of excellence and this is in no small part due to our ambitious staff who go above and beyond to meet our clientsí legal needs. We strive to be a place where people can balance their personal lives with career aspirations. This is, and I hope will continue to be, a firm where people know that they are valued and respected. We recognise the benefits of having a diverse team. Carson McDowell appointed

its first female partner in 2001 but we now have more women than men at partner level. Can you mention one or more of your highest profile projects? Many of our projects are confidential. Some recent deals I can mention include advising Belfast Harbour on its £15m investment for the transformation of Victoria Terminal 2; the sale of Lagan Groupí s building materials business to Breedon Group Plc for £400m; and the sale of Simple Power to Foresight, NIí s largest portfolio of small wind turbines. What does the firm offer junior legal professionals in terms of career progression/additional learning? Carson McDowell has always hired the brightest and best new talent, and we are proud of how we nurture and develop our junior solicitors and trainees. The law is constantly changing and as we widen the range of skills and specialisms in the firm, there are huge opportunities for young solicitors to make their mark. Our commitment to growing our own talent is reflected in the high percentage of partners who have been with the firm since they were trainees. What makes this organisation stand out from its peers? The simple answer is our people and the range of expertise they offer to clients. Carson McDowellí s success is in part because we know we caní t be complacent. We need to develop, adapt and evolve, so we continue to invest in our people, our infrastructure and new specialisms to ensure our agility in meeting clientsí needs not just locally but further afield. What is the most important question a business should ask their chosen legal firm when using them to represent their concerns? ìWh y should we retain you for this matter, what is your track record and who will actually be providing the service?î Carson McDowell goes the extra mile to establish a relationship of trust with our clients and offer them an excellent service. When all is said and done we are a people business. What would you be doing if you werení t working in the legal sector? Working as a civil engineer, building beautiful bridges.

CARSON MCDOWELL

Neasa Quigley, Senior Partner, Carson McDowell.

LEGAL LEADERS

Jonathan Forrester, Managing Director, Cleaver Fulton Rankin. With a heritage of over 125 years, Cleaver Fulton Rankin is a market≠ leading commercial law firm located in the heart of Belfast city centre. It provides legal services to clients, which include family businesses, SMEs, international and global companies, private clients, local government bodies, public sector organisations, financial institutions and charities. The firm considers itself to be a trusted legal advisor and business partner, working with clients to navigate their legal issues and to provide bespoke solutions. Cleaver Fulton Rankin is also committed to being a responsible business, with corporate social responsibility embedded in its operations.

How long have you been with the company? I have been with the Company for 20 years.

representing Danske Bank in the £17m development of Erskine House to provide a mix of high end retail and office space.

What is your own individual specialism and how has it changed over the years? I specialise in Commercial Litigation, focusing primarily upon Real Estate Litigation, contractual disputes, Trust and Probate disputes. The key change in my practice area has been the development and growth of Alternative Dispute Resolution procedures, such as Mediation. High Court litigation has essentially become the dispute resolution procedure of last resort for most commercially astute businesses.

What does the firm offer junior legal professionals in terms of career progression/additional learning? Every year we attract new talent via our Trainee Solicitor Programme. It is notable that 7 of our 16 Directors are former trainees of the Company. Investing in our people and developing their potential is the lifeblood of our business and it is very much in the Companyí s commercial interests to heavily invest in the training and development of all our team members. We pride ourselves upon giving our younger team members a great deal of autonomy and actively encourage them to grow new practice areas and develop their own niche specialism.

What route did you take to get to where you are? I studied law at QUB and graduated in 1997. I then completed an Information Management MSc at QUB in 1999. On 1 September 1999 I became a Trainee in Cleaver Fulton Rankin and qualified as a Solicitor in 2001. Thereafter, I became an Associate in 2004 and a Partner/Director in 2008, ultimately becoming Managing Director in 2017. How big is your team? We currently have 89 employees, led by 16 Directors. We have 53 legal professionals and 36 business support members, including professionals from disciplines such as Accountancy, Marketing, IT and Human Resources. How would you define the culture of your practice? We place the client at the centre of everything we do. We believe that we are a modern and progressive legal practice that provides innovative legal solutions for all of our clientsí complex legal issues. We are confident that we are best placed to provide commercially sensible legal advice during this transformative period and we can deliver real value by managing the risks which our clients face. Can you mention one or more of your highest profile projects? We have recently been involved in a number of very high profile corporate transactions, including acting for Lakeland Diaries on its landmark merger with Lacpatrick Diaries, which created the second largest dairy processor in Ireland, advising Equitix Fund, a leading investor in core infrastructure, on its recent acquisition of local gas supplier, Firmus Energy and

64 70

What makes this organisation stand out from its peers? We understand our clientsí businesses and capitalise upon new opportunities in order to stay ahead of our competitors. In essence, we combine Legal Excellence and Commercial Sense. For example, we have established Brexit, Cyber Security, GDPR and Business Immigration teams and we have also formed specialised industry teams dedicated to the key sectors of Energy, Agri Business, Property & Construction and Manufacturing. We are also the first law firm in NI to offer a HR Consultancy service, CFR HR, with our clients benefiting from cost≠ effective support on employment and immigration law matters. In addition, we have developed and introduced e≠ Learning courses and podcasts which have enabled our clients to train and educate employees on a range of legal topics. What is the most important question a business should ask their chosen legal firm when using them to represent their concerns? What expertise and track record does the individual Solicitor with carriage of my case or transaction have? A brand name is no substitute for substance. What would you be doing if you werení t working in the legal sector? I would have loved to have been a sports journalist. More realistically, I would have likely ended up working as a business consultant, or in the IT sector.

CLEAVER FULTON RANKIN

BANKING

Jonathan Forrester

Legal Leaders

Adrienne Brock

Elliott Duffy Garrett was established in 1973 and remains an independent, locally owned law firm providing quality legal services to the business community in Northern Ireland. It has a team of over 50 people based in its new offices in Linenhall Street, Belfast. The firm invests in its people so they can provide the highest quality legal services to clients who include family businesses, housing associations, charities, banks and many more.

How long have you been with the company? Almost 30 years. I joined Elliott Duffy Garrett in June 1990. What is your own individual specialism and how has it changed over the years? I specialise in Employment Law. That area has seen massive growth and development over the past 25-30 years with the introduction of new legislation, increased regulation and developing case law, reflecting the social and economic policies of successive governments and Europe. What route did you take to get to where you are? I initially trained and qualified in general practice and joined Elliott Duffy Garrett early in my career. At that stage employment law had just begun to emerge as a specialism. That developed rapidly from being part of my commercial litigation practice to keeping me occupied on a full-time basis and led to the creation of our Employment Law Unit. I was made a Partner in 1996, became Head of the Employment Law Unit in 2011 and was elected Managing Partner in 2017. How big is your team? There are five Solicitors in my team: three Partners, one Associate Solicitor and one Assistant Solicitor. How would you define the culture of your practice? We aim to maintain high standards in the delivery of our services, ethics and client relationships. We work in small teams with hands on Partner involvement and appropriate supervision. We have always encouraged flexible working practices to accommodate our working parents which we see as fundamental to developing and retaining excellent professional staff. Can you mention one or more of your highest profile projects? We recently acted for the shareholders of a locally

owned business which was sold to a London based private equity company. This was a complex transaction which involved a team of lawyers from across the firm. Our clients were very pleased with the successful conclusion of the transaction and we continue to represent the business. What does the firm offer junior legal professionals in terms of career progression/additional learning? There are good opportunities for career development, with the potential for a career path to partnership (in 2019 we have promoted three people to partnership) and for rewarding careers in practice outside of partnership. We operate a system of annual appraisal in which we explore with staff their individual career ambitions. We find that flexible working arrangements provide great opportunities for junior lawyers to broaden their experience and expertise with the benefit of mentoring from senior lawyers. What makes this organisation stand out from its peers? I think that’s really a question for the client: I believe that our clients regard us as trusted advisers who provide a quality service at a fair price. There are several good firms in town and clients should instruct the firm that they feel is the best fit for them. What is the most important question a business should ask their chosen legal firm when using them to represent their concerns? “Who will be doing my work?” A client should first of all ask to meet whoever will be assigned to their work; the rest will flow from that. What would you be doing if you weren’t working in the legal sector? If I was not a Solicitor, I might be working in a bookshop. I always envy and have great admiration for independent booksellers.

ELLIOTT DUFFY GARRETT

Adrienne Brock, Managing Partner, Elliott Duffy Garrett.

LEGAL LEADERS

Gareth Planck, Partner, Real Estate (Northern Ireland), Eversheds Sutherland. As a global top 15 law practice with 69 offices in 34 countries employing 5,000 staff, Eversheds Sutherland provides legal advice and service driven solutions to a global client base ranging from SMEs to the largest multinationals. Originally set up as a satellite office in 2015 with six staff, its presence in Belfast city centre was established in 2017 due to client demand. The firm has 19 staff including five partners with a targeted headcount of 30 by the end of 2020. Expansion will focus on recruiting into its existing commercial, real estate, litigation, employment and banking divisions.

How long have you been with the company? I first met “Eversheds” as an undergraduate at the Queen’s University Law Fair in 2001. I began an internship in 2002 and a training contract in the Birmingham office in 2005. I spent seven years there before returning to NI in 2011, spending six years with another tier one firm in Belfast. I re-joined “Eversheds Sutherland” in 2017 with the remit of setting up the new Belfast office to service local and global clients. What is your own individual specialism and how has it changed over the years? Commercial Property. When I moved home in 2011 the Northern Irish property market was hit hard by the global property crash. The majority of property transactions were bank/insolvency led. We are in a stronger position now, despite the domestic and geo-political headwinds we face. We still need outside investment in real estate, particularly from UK Funds and investors alongside work by local investors. Collaboration between the public and private sectors will take on increased significance in stimulating towns and cities. What route did you take to get to where you are? Quite traditional, intern – trainee – solicitor – associate and now partner. How big is your team? We have a five partner management team in Belfast (including managing partner in Ireland and vice chair of Europe, Alan Murphy), eight solicitors, one legal executive and three legal secretaries. We have separate HR, Marketing and Finance personnel as part of the wider Belfast team. How would you define the culture of your practice? As a purpose-led organisation, we are proud of our culture and the values that guide us. Our purpose is defined as helping clients, people and communities to thrive and we do that by living out our values which are to be collaborative, creative, professional, inclusive and open.

Can you mention one or more of your highest profile projects? A highlight was advising House of Fraser on its new longterm anchor store lease with Victoria Square at the start of this year, safeguarding 500 jobs in the process. Later this year Belfast will be one of the first in the UK to launch the new luxury store concept following significant investment by owner Mike Ashley. What does the firm offer junior legal professionals in terms of career progression/additional learning? As a former trainee, I know we are committed to attracting and developing the best talent. This year we created our first trainee solicitor position, starting in September 2020. Trainees have the opportunity to work in our Belfast office, our Dublin HQ, across the UK and further afield within our global network. We also run a paid 12-week intern programme where interns get a taste of life in a global law firm, the exciting challenges we advise on day to day and the career opportunities that are available with us. What makes this organisation stand out from its peers? Our global reach combined with local commitment to Northern Ireland and a relentless drive on client service excellence sets us apart. In the morning we can be advising US multinationals as part of a global panel appointment and in the afternoon our local investor and business owning clients on plans for NI. What is the most important question a business should ask their chosen legal firm when using them to represent their concerns? Do they understand my objectives and will they deliver for me, without exception. What would you be doing if you weren’t working in the legal sector? I spent five years as a fully qualified football referee for the Football Association in England. Three of the guys I trained with are officials in the English Premier League and Champions League so that would have been a great alternative career given my love of football.

EVERSHEDS SUTHERLAND

Gareth Planck

LEGAL LEADERS

Lisa McLaughlin

Herbert Smith Freehills (HSF) is an international law firm headquartered in London. Its Belfast office, launched in 2011, was the first of its Alternative Legal Services (ALT) hubs – and the first near-shore legal operation to be established by any London-based international law firm. ALT delivers high-quality, cost-effective, technology-enabled services for data-intensive, definedprocess legal matters. Since 2011, the business has evolved into a global operating model – with 11 teams based across the US, UK, South Africa, Greater China and Australia. Globally, ALT employs more than 350 people – across both legal and technology disciplines.

How long have you been with the company? Roughly 16 years. I joined HSF’s London office as a Trainee Solicitor in 2003, returning home to Northern Ireland in 2011 to set up our office in Belfast. What is your own individual specialism and how has it changed over the years? I originally qualified into, and practised in, the firm’s international arbitration practice. Since setting up the Belfast office, and now as Director for UK & EMEA and Global Solutions for ALT, I have been focussed on growing and developing our ALT team across the region, and collaborating with our Client and Technology Solutions team to diversify the range of services we provide to clients. What route did you take to get to where you are? I studied Law and Accountancy at Queen’s University Belfast and studied in the US before commencing my professional legal training in London. How big is your team? In Belfast, we have over 160 fee-earning lawyers, legal analysts and technologists, supported by a team of Business Services professionals. How would you define the culture of your practice? We pride ourselves on being an open and supportive workplace, where our team members can be fully themselves at work. The cornerstone of this culture is our wide variety of active diversity and inclusion networks. Can you mention one or more of your highest profile projects? Since 2011, some of our most high-profile matters have arisen in response to the increasingly complex regulatory and investigatory framework in the financial services industry – for which we have developed a number of bespoke products and services for clients.

What does the firm offer junior legal professionals in terms of career progression/additional learning? The growth and success of our business is founded on attracting talented people, and on retaining and developing the fantastic talent we already have. In addition to ongoing professional development, we have regular secondment opportunities and offer a number of England & Wales training contracts each year and a progression pathway to Senior Legal Analyst. What makes this organisation stand out from its peers? In 2011, we were one of the first movers in the thennascent alternative legal services space; since then we have continually innovated for the benefit of our clients – whether through the adoption of technology, by collaborating with clients to develop new products and services, or through building our global footprint to ensure that we can respond to clients’ challenges with agility and speed. What is the most important question a business should ask their chosen legal firm when using them to represent their concerns? We know that our clients need an approach which is innovative, efficient, and which never compromises on quality. The legal sector is beginning to move beyond the traditional lawyer-client relationship, and we are increasingly seeing a much more collaborative approach to problem-solving. Asking your law firm “how can we work together as business partners?” would be a great first step. What would you be doing if you weren’t working in the legal sector? Either a journalist (inspired by BBC press packers) or running an upscale boutique B&B (combining my love of food, people and business).

HERBERT SMITH FREEHILLS

Lisa McLaughlin, Director – UK & EMEA and Global Solutions, Alternative Legal Services, Herbert Smith Freehills.

LEGAL LEADERS

Andrea McIroy-Rose, Partner and Head of Belfast Office, Pinsent Masons. Pinsent Masons is a Global 100 law firm, specialising particularly in the energy, infrastructure, financial services, real estate and advanced manufacturing and technology sectors. The firm employs over 3000 people worldwide, including around 1500 lawyers and more than 400 partners. Pinsent Masons’ international footprint totals 25 offices across the UK, Asia Pacific, Middle East, continental Europe and Africa. One of its most recent openings is in Dublin, rapidly growing to 8 partners. The Belfast office services many of NI’s largest institutions and businesses, and has local roots back to 1796 via legacy firm L’Estrange & Brett.

How long have you been with the company? I joined L’Estrange & Brett in 1996, which merged with McGrigors in 2009 and a further merger with Pinsent Masons in 2012. What is your own individual specialism and how has it changed over the years? I specialise in commercial property focussing on investment and development of mixed use sites and large portfolios. I have particular expertise in retail and have acted for both Sainsbury’s and Asda in developing their supermarkets in NI and in England. I lead the retail property team for Pinsent Masons. What route did you take to get to where you are? Having studied my law degree at University of Reading, I completed my professional legal qualification at The College of Law in Guildford. I trained with Mayer Brown in London, but in 1996 the draw of family brought me back to Northern Ireland. I became the first female partner at L’Estrange and Brett in 2000, Head of the Property team at Pinsent Masons in Belfast in 2014, and Head of the Belfast office in 2017. How big is your team? As one of the largest property practices in Northern Ireland we currently have 14 feeearners. There are two Partners (myself and Joanna Robinson), and then Senior Associates, Associates, and Solicitors. Beyond that, we are part of one of the largest UK property teams so we can draw in additional capacity and expertise whenever required. How would you define the culture of your practice? Our culture is to be the only city firm providing services to the local market in NI. Our clients benefit from the strength of an international firm which has expertise in specific areas such as City Deals and Brexit along with the ability to manage and deliver large complex transactions quickly using outstanding technology and processes such as our SmartDelivery products. Can you mention one or more of your highest profile projects? We have acted exclusively for Queen’s University for 6 years along with major projects for

Belfast Harbour. Our credentials and strict risk protocols have meant we are the obvious choice for international funds and companies such as Allstate, Concentrix, Liberty Mutual, Commerz Real and Legal and General. For example we acted for Allstate in the construction of their new flagship building at Maysfield and are currently advising Somague in their construction of the Ulster University Belfast Campus. What does the firm offer junior legal professionals in terms of career progression/ additional learning? Our junior lawyers quickly gain experience of challenging work and may aspire to progress to partnership through a clearly defined promotion process. Our development programme Pinsent Masons Academy nurtures lawyers with the commercial skills to meet and exceed our clients’ expectations. Undertaking an international secondment through our STRIDE programme can open up a greater understanding of different cultures, team work and business perspectives. What makes this organisation stand out from its peers? Innovation, through our products exclusively developed by Pinsent Masons, harnesses technologies such as AI and document automation. Also our commitment to diversity, recognised by the 2019 Stonewall No.1 LGBT+ Employer in the UK. What is the most important question a business should ask their chosen legal firm when using them to represent their concerns? Legal expertise is a given, but the important thing for clients is commercial awareness. That underpins Pinsent Masons sector-based approach, ensuring our people develop that specialist knowledge and experience. What would you be doing if you weren’t working in the legal sector? I was interested in law from a young age but if not that, it would have been another business with a similar commitment to inclusion and diversity. Not having to work at all is obviously the ultimate goal.

Pinsent Masons

Andrea McIroy-Rose

Legal Leaders Katharine Kimber

TLT

Katharine Kimber, partner and location head for TLT in Northern Ireland. TLT supports large corporates, public institutions and high-growth businesses on their strategic and dayto-day legal needs. The firm has offices in Belfast, Bristol, Edinburgh, Glasgow, London, Manchester and a specialist ship finance team in Piraeus, Greece. With significant experience advising organisations in the clean energy, digital, financial services, leisure, food & drink, public sector, real estate, and retail & consumer goods sectors, the firm has a strong track record of consistent growth driven by client need. TLT has over 100 partners and employs around 1,000 people UKwide, and around 60 people in Belfast.

How long have you been with the company? I joined TLT in February 2012 when we first established a presence in Belfast. This was driven by client demand for support across all three UK legal jurisdictions of England & Wales, Scotland and Northern Ireland – something that has facilitated rapid growth locally. What is your own individual specialism and how has it changed over the years? I specialise in dispute resolution, working on a range of contentious matters including contractual disputes, professional negligence, complex debt recovery actions, insolvency and property related disputes. I have a particular focus on financial services recoveries and challenges to bank security. The most significant changes over the last decade have been increased regulation and scrutiny on conduct, often resulting in the management of reputational and regulatory risks and a more tailored approach by legal suppliers as an extension of the lender. What route did you take to get to where you are? I studied law at Queen’s University and started my legal career as a barrister in 2001. I realised that I wanted to become a solicitor so I re-qualified in 2006. I became a partner in a Belfast firm in 2009 before joining TLT. How big is your team? We have 10 lawyers in our litigation practice in Belfast, supported by a further 15 fee earners and support staff all handling Northern Ireland cases for our clients. We work closely with our UK-wide teams to support clients in Belfast and across the UK. How would you define the culture of your practice? People often say our culture is what attracted them to TLT. We are an ambitious law firm investing heavily in our people, the markets in which we operate and in response to client need. We actively support our people and the communities where we live and work. Equality, diversity and inclusivity are really important to us; our Women’s Network for example exists to empower female members of TLT to achieve their full potential.

We are forward thinking in our approach to client relationships, helping them to develop new ways of working – whether that’s running a design thinking workshop or leveraging technology and AI to improve the legal process. Can you mention one or more of your highest profile projects? I acted on one of the most significant mortgage litigation disputes of recent times which involved a landmark decision and ultimately guidance from the Financial Conduct Authority that impacted all UK lenders. We have subsequently advised major lenders on the regulatory and practical implications for their processes, helping them implement bespoke strategies. What does the firm offer junior legal professionals in terms of career progression/additional learning? We encourage our junior lawyers to take on high levels of responsibility and have an established process to help all staff meet their full potential and goals. The legal profession is changing all the time and everyone is encouraged to be a part of how we innovate. What makes this organisation stand out from its peers? Our client-led approach has underpinned our growth and how we have developed. In Belfast we are also able to leverage off the expertise and investment potential of being a top 50 UK law firm delivered with the best local expertise for the business community in Northern Ireland. What is the most important question a business should ask their chosen legal firm when using them to represent their concerns? We are often seen by clients as a trusted adviser and a true extension of their team, which means we can quickly and easily respond to their needs. Asking the questions to ensure that your law firm can work in true partnership with your business is key and benefits both parties. What would you be doing if you weren’t working in the legal sector? The thing I love most about being a lawyer is that it’s a busy job that challenges me – so I’d have to be in a similar role although I honestly can’t imagine doing anything else!

LEGAL LEADERS

Michael McCord, Senior Partner, Tughans. Tughans Solicitors was established in 1896 and is one of the largest commercial law firms in Northern Ireland. It advises some of Northern Ireland’s largest and longest established businesses as well as some of its most promising emerging businesses. With its teams of lawyers trained in England and in the Republic of Ireland, the firm can also advise clients who do business there. Its progressive approach has a depth and dimension that goes beyond simply giving the right legal advice, also offering practical advice in order to help clients achieve success.

How long have you been with the company? 25 years in total. What is your own individual specialism and how has it changed over the years? I am Senior Partner in the firm. I also lead the commercial dispute resolution team and provide advice to clients in relation to building contract litigation and arbitration, professional negligence claims, property litigation, debt recovery and company shareholder disputes. With seniority comes an increased amount of management – just like in most other businesses. The ratio of hands on legal work decreases or becomes more supervisory. What route did you take to get to where you are? I studied law at Trinity College Dublin. This sparked my interest in the subject. I then started with Tughans in 1994 as a trainee solicitor. I qualified in 1996 and have been a Partner since 2003. When I qualified in 1996 Tughans was really starting to expand as a commercial law firm and this gave me the opportunity to develop the commercial dispute resolution work. How big is your team? We have over 115 people in the firm with approximately 75 qualified solicitors. There are 11 qualified solicitors and paralegals in the commercial disputes team. As a partnership, significant decisions are made at that level. We then have a career structure for our solicitors who have not yet reached partner level. How would you define the culture of your practice? We are a firm with innovation at our heart, always forward thinking, not settling for the status quo or what is simply good enough, and I would say that it is this dynamic attitude that helps us maintain a positive momentum. The truth is that our people make us who we are – their intelligence, creativity and endeavour are at the centre of our success.

Can you mention one or more of your highest profile projects? I was not very long qualified when I had a case which went to the House of Lords (now the Supreme Court) and which we won. It related to the planning permission which permitted the development of Holywood Exchange. I can still remember clearly the whole experience and the Courtroom which was in the Houses of Parliament at Westminster. It was different from any other Court experience. What does the firm offer junior legal professionals in terms of career progression/additional learning? We generally employ 6 trainee solicitors every year. A contract for any junior lawyer at Tughans represents a fantastic opportunity for talented and ambitious people to gain a broad scope of legal training in a leading commercial law firm. What makes this organisation stand out from its peers? We offer client-focused, pragmatic and commercial solutions. We advise clients ranging from local entrepreneurs and established indigenous companies to international corporations doing business in the region. We also work beyond Northern Ireland in partnership with a dedicated network of international firms to ensure a seamless multijurisdictional service. Our English and Republic of Ireland qualified lawyers together with our size and broad range of expertise is what really sets us apart from most other NI law firms. What is the most important question a business should ask their chosen legal firm when using them to represent their concerns? I think it is important to meet the individuals. E-mail and telephone contact may be easier but it is not the same. People do business with people and personal contact is important. What would you be doing if you weren’t working in the legal sector? I can`t imagine working in any other sector. But I played cricket for Bangor for 15 years. Then I “retired” to concentrate on golf. I also like travelling. So travelling the world with my golf clubs watching some cricket along the way sounds good.

Tughans

Michael McCord

FEATURE

The Human Connection The world of contact centres is fast-changing says Stephen Morrow, SVP for Client Operations NI at “the largest interaction team in the world”, Teleperformance. Here he talks to Ambition about why the fast-paced integration of new technology into the business poses no threat to the firm’s widely acclaimed human touch.

FEATURE

t any one time Teleperformance in Northern Ireland employs between 2,000 and 2,500 members of staff. It’s a hefty workforce that spans the firm’s three bases here; Bangor, Newry and more recently further expansion of the business at Enniskillen, but word on the street is that the changing ways we communicate will see an influx of new technology establishing itself in the contact centre setting. As we become more reliant on SMS, social media, webchat and other high-tech forms of staying in touch, Teleperformance has taken note and has invested but it’s only going to improve operations at the company says Stephen. It’s a move that will stretch across Teleperformance’s presence in 80 countries world-wide, and ease the workload of over 300,000 employees who work there. And it will up the service offering for the clients it services. “I think that’s where we are quite unique compared to our competitors,” Stephen says, referencing its wide client base. “We specialise in a broad range of sectors globally, from healthcare to media, technology, e-commerce, electronics, travel, utilities, transportation and government services,” he adds. Stephen is well placed to document the changes in his sector having worked with various big names in the contact centre fraternity including BT and Abbey National. He’s seen operations change with technology, more so since he joined Teleperformance in 2006. “Over my career I’ve seen tremendous change and over the next five years I see a vast evolvement of technology, but we value how the human will play the part going forward in the contact centre,” he says. “Teleperformance will combine a high-tech environment with a human touch approach so the skill of the human will be supported by the wonderful technology.” What we’re going to see, or more so what we are currently seeing, is Teleperformance engaging with its clients’ customers through not just telephones but SMS, instantmessaging, video chat, social media, email, mobile app and more. “It’s not just something in our industry,” continues Stephen. “One of the biggest challenges is how all brands adapt and quickly. If you look at many transactions people make, for things like mortgage applications etc, people prefer to speak to someone so the key thing for us is that technology does more of the transactional things that make processes move quicker, so what would normally take three weeks takes three minutes. But we are not removing people, we’re adding value to their work.

“For me, the digital era that we’re in has changed forever and the way that customers are interacting with brands is evolving and changing week on week, and everyone who is in this environment needs to be quick and change. ” available should, going forward, be used to assist the humans and that wasn’t the view ten years ago, but clearly what we’re seeing and feeling is that there is a definite need to have humans.”

It’s become a focal point at Teleperformance – to ensure that staff know that any advancement in tech is complementary rather than a threat. The company calls it “balancing technology with empathy” adhering to a “Lean Six Sigma” mindset. “We understand that new digital environments require new ways of preserving our humanness – that in an increasingly high-tech world, high-touch is key to differentiating products and services. That’s why we combine human touch and high technology to deliver extraordinary customer experience,” it says. “The one great thing about Teleperformance is that it’s very progressive, positive and forward-thinking with no desire to sit on its laurels. Over the years we have demonstrated a desire to grow and expand and that will continue,” says Stephen. “The customer will then benefit from a channel of choice,” adds Stephen, “But also be supported by highly trained experts who will interact and give them the human service.” Keeping humans at the core of Teleperformance’s offering no matter the speed at which tech develops, has been an ethos instilled by the firm’s French founder, Daniel Julien in 1978. “From then there’s been a real passion for the people that we employ and we pride ourselves on that. The unique mix in our culture and how we train people and merge and mix that with technology provides a unique service,” Stephen continues. It calls itself a “people economy” and places huge importance on nurturing its team. Globally it invested in 34.2m training hours, it has attracted employment awards around the world and its conscientious approach to its staff translates to its customers, who benefit from the best in customer insight technology, best practice in anti-fraud and security and more. That service expands to its NI clients, which have grown dramatically since Teleperformance’s setup here and via huge investment. In fact, the company’s local arm has huge potential for more growth adds Stephen: “NI, and Scotland, are extremely popular with consumers,” he says. “The accent works well from an empathy perspective and if we look at some of the potential clients we’re taking to, including large brands, most of them are looking to extract tech with the human touch.” Teleperformance NI falls within the remit of UK and South Africa operations which has introduced a new board with a new CEO and COO as of April. “We envisage as they settle in we will have an opportunity to reshape and do what we do, but transform for the future,” says Stephen.

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Claire and Noel Clerkin.

Leading the Way in Leadership Development Wiser Working is more than a leadership development company, itâ&#x20AC;&#x2122;s a service that nurtures leaders to create the best teams and working cultures that produce results. Here, co-founder of the business Claire Clerkin talks to Emma Deighan about why itâ&#x20AC;&#x2122;s important for leaders to take care of themselves so that they can take care of others. 88

competencies taught at Wiser Working and it’s paying off. “We do a survey before and after to track if clients are making changes and the changes are usually dramatic,” Claire reveals. “In one of our client engagements we found that across a leadership cohort of 25 people, 60% were not getting quality sleep and most had a poor understanding of how stress was affecting them. When surveyed some months after the training programme, 94% had improved their awareness of stress and 75% felt that they were better equipped to handle stressful situations, including difficult conversations.” Claire says Wiser Working takes the best of management development and mixes it with the philosophy of “conscious business”. This blend, she says, paves the way for good, sustainable leadership. “I worked in research and marketing in London and because of the stress, I decided to retrain as a nutritionist in 2012. Nutrition clients were coming to me with varying health issues from skin to digestion but I noticed that

useful, but not if there isn’t a balance in nervous system recovery. Sleeping is when we recharge but sometimes you might need mini charges during the day and we bring that to light.” “People often don’t realise the ‘ministressors’ that keep them activated throughout the day. For example, checking emails at night can trigger the nervous system, which is probably already heightened after a long day. If you keep reacting to those pings, it takes longer to get into that vital recovery phase. More importantly, we help people to think about why they feel compelled to use email beyond office hours. There are usually deeper psychological drivers at play. Changing these thinking patterns is crucial.” The company works with a wide range of sectors to offer this service. They work with organisations in NI, ROI and GB and clients include law and accounting firms, manufacturers and charities. Wiser Working’s unique leadership training methods are suitable across all sectors. “Every industry and sector has challenges

“We’re not saying work less or work harder, but work smarter. If you’re running down your battery the wheels are eventually going to come off and we want to help people bring their best selves to work.”

iser Working is a marriage made in heaven in many ways. The company was set up in 2017 by Claire Clerkin, a former marketing professional turned nutritionist, and her husband Noel Clerkin, whose background is in leadership development with firms around the globe. The result of this coupling is a service which “adds another dimension” to traditional leadership training, says Claire. “Noel has been working in leadership development for a long time, delivering across the UK, Europe and the US for large organisations and he realised that there was a big gap there. They were teaching people really good skills, but what wasn’t being addressed was how leaders handled stress and the impact that this was having on others. “You can teach someone the brilliant tools for management but when the chips are down and backs are up against the wall, people revert to unpleasant behaviour because that is how all humans are wired. We help leaders to improve their thinking patterns and behaviours so that they can reduce stress for themselves and those that they lead,” she adds. Resilience to stress is one of the core

stress was often driving their issues. If they weren’t sorting that out, their bodies struggled to get back to good health.” Claire is a firm believer that wellbeing is the foundation of good practice in the workplace but she’s quick to add: “Wellbeing is seen as yoga classes and fruit bowls and that’s nice but it’s not going to solve the problem. There’s got to be a step change here in behaviours and mindsets. We’re not saying work less or work harder, but work smarter. If you’re running down your battery the wheels are eventually going to come off and we want to help people bring their best selves to work.” Leaders working with Claire and Noel can avail of a stress measuring tool that they wear to assess their stress levels. Clients get a full report and a personalised debrief of their stress readings. Claire says spikes of stress can be seen when users read emails at night-time but moments of recovery can be seen “when they arrive home from work and their child runs down the hall to greet them”. “With the report everything is individual. The data helps people understand how to best use their resources and understand the toll that modern life can take on health if there’s not enough balance. Balance is key – stress can be

of some sort and what we do is applicable across the board. We are also developing our work to address resilient mindsets among the Millennials and Gen Z’s in the workplace. Our clients tell us that they are finding that these younger generations don’t have the resilience to deal with workplace stress, they tend to check out during periods of stress. “I think the other thing is Millennials and Gen Z have always been online and communicated differently, and this can cause conflict in more traditional work environments. Part of what we believe is that if you give people the right tools and mindset around positive communications and emotional intelligence, that should help increase collaboration and performance, and naturally reduce stress and burnout.” Based in Belfast and with an office in Dublin, Wiser Working deliver their leadership and management development courses at client sites or set up retreats for leaders and their teams where they will learn to develop resilience as part of a suite of skills that drive high performance. “It is about equipping leaders, current and future, to be business fit. There are core skills required to thrive professionally and personally,” adds Claire.

FEATURE

Striking Gold It has been two years since Canadian firm Dalradian submitted a 10,000-page planning application for a gold mine in Tyrone. Here Community Relations Manager Peter McKenna talks to Ambition about a project that has attracted much attention.

FEATURE

alradian began work on a potential gold mine in Co. Tyrone 10 years ago, investing £115m over those years on environmental, geological and engineering studies. That work had led to the identification of a gold resource of 6.1 million ounces it said leading to the, sometimes controversial, planning application for extraction at the proposed gold and silver mine at Curraghinalt near Greencastle. And since that application was submitted, the company has received and listened to feedback from a range of community groups and stakeholders, which has helped inform the ongoing planning process. Peter McKenna says the firm has been working continuously with the community and authorities to ensure the mining process is understood, the economic benefits are heard and that there is an appreciation of how tourism, agriculture and mining can successfully co-exist together. “We appreciate that mining is new to Northern Ireland,” Peter begins. “We will continue to inform the public through our tunnel tours. So far nearly 1,600 people have been underground. Others have visited mining projects in the South where modern mining has been taking place for decades,” he adds, bringing attention to the Tara Mine in Navan, which he says illustrates how mining and other businesses can work together. One of the biggest benefits of the Tyrone mine is, when operational, it will have an “economically transformative effect locally” according to the company. Peter sums that up in 1,000 direct, indirect and induced jobs. Around 350 of those roles will be direct with Dalradian with an average salary of £40,000. It will also spend a further £750m on its supply chain over its 20-25 year lifespan and it has budgeted £30m for training and expects 90% of its workforce to be local people. “These positive economics are underpinned by environmental responsibility including being the first carbon neutral mine in Europe,” adds Peter. Since the 2017 submission of its application, Dalradian has simplified its plans, including the removal of cyanide from the process. This is detailed in a “package of Further Environmental Information [FEI)” which it submitted to the Department of Infrastructure in August. These changes include environmental “enhancements,” says Peter in response to feedback from stakeholders and communities. “For example, we have committed to a carbon neutral project that will not contribute to climate change, thanks to measures such as using renewable power, electric vehicles, covered conveyor belts and biodiesel. We will use carbon off-setting to ensure we are fully carbon neutral from day one of operations and on an ongoing basis.” The planning application also includes a rehabilitation plan “detailing a range of measures which will leave the site safe and secure, and available for use as either farming and/or heathlands. Rehabilitation will begin during the mine’s operation,” explains Peter. “As demonstrated by the FEI information, Dalradian has listened during the planning process and will continue to do so. The company has designed a world-class mine that

“County Tyrone is already a world leader in the extractive industries and is home to a vibrant sector that employs thousands.” will transform the local economy and create a new industry for Northern Ireland. “This is one of the most promising undeveloped gold projects in the world.” Currently Dalradian employs 70 people in West Tyrone, which includes employees and contractors and sometimes this figure has grown to 130 depending on its levels of exploration. “We have also provided 80 summer internships to date,” says Peter. While there may be concern and some resistance to the plans, there has also been, a lesser reported “huge expression of interest” in the mine. That is quantified by over 3,000 “letters of support” lodged on the planning portal informs Peter. He says it is “unprecedented for a development project”. The next step for the firm is a period of review and consultation on the FEI, after which

“we expect further scrutiny of the project by a public inquiry, which we support,” Peter adds. The firm has taken a conscientious approach to the application and the work it has to do with those living in the area and the businesses operating there but ultimately, it says, Tyrone can become the benchmark for mining in Ireland and reap the economic benefits. “County Tyrone is already a world leader in the extractive industries and is home to a vibrant sector that employs thousands. Our vision is to create a centre of excellence in the county, working with firms already based here to develop further specialisms in mining technology and environmental care. Much of the expertise is already present, but we are keen to use our project as a catalyst for additional opportunities above and beyond the 1,000 jobs already identified.”

Supporting HouSEBuilDing in nortHErn irElanD BY RUAIRI MUSSEN, HEAD OF RESIDENTIAL PROPERTY, BUSINESS BANKING NORTHERN IRELAND AT BANK OF IRELAND. Just over a year ago I was appointed as Head of Residential Property, Business Banking Northern Ireland and tasked to lead out the development of the team, review, enhance and deliver an improved Residential Development lending proposition. A chartered accountant by profession, I’ve been at Bank of Ireland UK for almost 20 years holding several senior roles including 10 years in the banks’ challenged lending division. Having spent long summer breaks as a student working on building sites, the experience ignited a love of property and development that continues to this day. Keen to capitalise on a sustained period of stability in the local housing market, Bank of Ireland UK has identified residential development as a strategic opportunity to provide funding to support continued growth in the sector. A significant impact of the financial crisis meant several years of under-supply of residential property and developers are playing catch-up to meet demand in the local market. This demand is chiefly from first-time buyers as well as those trading up. Notwithstanding the current economic and political uncertainty, the environment is relatively positive. Record employment levels and continued wage increases coupled with interest rates are at near record low levels has created a competitive mortgage market for home buyers. In supporting residential property development the bank recognizes the need to differentiate itself with a

strong, knowledgeable and geographically spread team in Northern Ireland; one capable of establishing and growing a sustainable residential development loan book. With a dedicated team of eight development specialists across Northern Ireland who are focusing on strong market insight, expertise and working together with customers, we are supporting deals built on the fundamentals of affordability and demand across Northern Ireland. In the first half of 2019 we’ve supported several significant transactions, including the largest in Northern Ireland since 2012, with funding for one borrower which will deliver in excess of 300 individual units across 2 sites. Our support for recent and current developments stretches from Newry to the North Coast and Omagh to Donaghadee with funding capable of delivering in excess of 2,900 individual units, almost 33% of the total number of houses where development got underway in Northern Ireland in 2018. We have the exciting prospect of a strong pipeline of deals across Northern Ireland including a new scheme in Fermanagh which reflects and supports our assessment that there is demand right across the region after years of under supply in the market. BOI are committed to supporting customers, doing business where the fundamentals of the development proposal stack up, having a viable business plan demonstrating evident demand in the chosen location and the venture is backed by a strong team.

My top 5 Must Do’s in seeking Residential Property Funding • Have a comprehensive business plan • Demonstrate your/team track record and credibility • Show in depth due diligence is completed on the site, location and market • Evidence understanding of costings and contingency costings • Build the relationship with your funder through early open and transparent communication at the outset and right through the project to enable any challenges to be identified and addressed early. For queries and potential funding needs please contact Ruairi Mussen via email at Ruairi.mussen@boi.com or on 07841224475.

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Commercial Director at Pinnacle Professional

Business Development Manager at The Merchant Hotel

Chairman, 3fivetwo Group

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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RECRUIT AND RETAIN There is no doubt spending time and money recruiting the best candidates possible for your company is time and money well spent. However another important factor to consider is how to retain these vital employees. The steps to retaining the perfect candidate begins at the recruiting process, even at these early stages you should be able to gauge the skills and ethos of the candidate and if they will fit into your business. High employee turnover is never good for any buisness no matter how big or small, there can be financial repercussions as well as a slow down in production. To avoid this happening you need to prioritise retaining your best employees. Here are some top tips for retaining successful employees: 1. Create a positive and comfortable environment Your employees will spend a large majority of their day at work, therefore to allow them to work to their full potential they need to feel comfortable. It can be as simple as having an office that is well ventilated, well lit and at the right temperature or perhaps creating an area for breaks with comfortable seats and a radio to create a positive mood. Team morale is also

By Glenn McCormick, Interim Recruitment Manager NI, PRL Integrated Services. a huge factor, having a group of colleagues that work well together. Team building days are great for increasing morale or you can even have charity fundraising days to create a bit of fun in the workplace. 2. Pay well A key factor in retaining good employees is paying well and fairly. An employee may love their job, but if they donâ&#x20AC;&#x2122;t receive just financial rewards they are likely to go elsewhere. To determine how much to pay your employees or to decide when to increase their salary you can look at; their skills and work output, how long they have been with the company and compare them against roles at different companies. 3. Provide training Training is beneficial to both the employees and the company. Employees rarely want to stand still, they want to achieve career progression. Therefore by providing training it allows employees to gain skills and experience within a range of areas, improving employee performance and job satisfaction. 4. Recognise accomplishments A companyâ&#x20AC;&#x2122;s retention rates can be boosted

significantly by valuing your workforce. This can be as simple as a thank-you for their hard work on a particular task or job, allowing employees to feel appreciated and that their commitment is being recognised. Other ways to promote this could be setting up an Employee of the Month scheme or reward initiatives. At PRL Recruitment, we deal with many of the top companies across the island of Ireland across every sector, which provides us with a unique knowledge of what companies are looking for in a candidate. If you would like to find our more, please email Glenn McCormick; glenn.mccormick@prl.uk.com

Danske Bank UK Chief Executive Kevin Kingston (centre) has appointed two Deputy Chief Executives from within his Belfast-based senior management team. Vicky Davies is Managing Director of Strategy & Corporate Development at the Bank and Stephen Matchett is Chief Financial Officer. Both will retain their current roles alongside additional Deputy Chief Executive responsibilities.

DANSKE BANK UK APPOINTS DEPUTY CHIEF EXECUTIVES www.prlrecruitment.com

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Belfast Office: +44 28 9077 0999 Dublin Office: +353 1 668 5144

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